At the same time, accusations against the Los Angeles Fire Department Chief, alleging that DEIB-focused hiring compromised operational readiness during the catastrophic fires in early 2025, have fueled debates about the role and impact of DEIB efforts. Even though these claims have no supporting evidence, they drive a negative perception of the value of DEIB.

Unfortunately, the debate about DEIB tends to focus on representation and equity at the expense of inclusion and belonging in the workplace. This view is limiting and leads to us getting caught up in debates on hiring and promotions. The evidence shows that representation in isolation does not lead to better performance, calling on us as HR to take a more holistic view of the end-to-end DEIB domain.

In this article, we provide a holistic framework to help HR professionals take a more holistic approach to inclusion and belonging and move beyond the focus on diversity and equity.

Contents
Defining inclusion and belonging beyond diversity and equity
What are organizations getting wrong with inclusion and belonging in the workplace?
A comprehensive framework for inclusion and belonging in the workplace
Getting started

Defining inclusion and belonging beyond diversity and equity

The acronym DEIB is commonly used today by HR and business professionals. Even though the term’s awareness has increased, the unintended consequence is that we have lost a deeper understanding of the details below each of the letters. Many see DEIB as one concept instead of acknowledging that the different parts of the acronym have significantly different objectives, strategies, and values. 

As mentioned earlier, a significant discrepancy is the perception that DEIB programs focus solely on representation, which means that most organizations ignore inclusion and belonging as an essential part of organizational culture.

Taking a step back, we need to understand that each part of the acronym is a domain in its own right, even though they are interrelated:

While closely related, inclusion and belonging address different aspects of the workplace and the relationship between the employee and employer.

Inclusion focuses on creating an environment where individuals feel empowered to contribute and is often influenced by a strong focus on access to the workplace, team relationships, and organizational culture. 

Belonging is the emotional counterpart to inclusion and reflects an individual’s sense of acceptance and connection within the organization. Belonging also refers to the extent to which employees feel seen, heard, and appreciated for who they are. It is often associated with employee engagement strategies, the team’s trust levels, and the quality of the relationship between employees and management.

It is important to note that inclusion and belonging are shared responsibilities between individuals and the organization. Individuals need to want to be included and also do their part to belong, while the organization has to create an environment that includes, celebrates differences, and allows individuals to contribute.

What are organizations getting wrong with inclusion and belonging in the workplace?

Many organizations have embarked on DEIB initiatives with noble intentions. Unfortunately, as is evident from the public sentiment about these practices, some common mistakes are preventing businesses from seeing the value that DEIB brings to the organization.

A few of the common pitfalls are:

Focusing on ethics, not impact

HR teams often frame DEIB initiatives as the “right thing to do” driven by a sense of social responsibility. While such an approach highlights the moral and ethical dimensions of DEIB, it risks positioning it as an external obligation rather than a key driver of organizational success. 

This narrow focus can lead stakeholders to view it as a “check-box” exercise without seeing its tangible connection to business value.

→ What organizations need: A more holistic way to explain the value to the business of the different elements of D, E, I, and B and link the outcomes to tangible business value substantiated by evidence. For example:

Overemphasis on representation

Many organizations reduce DEIB to focusing narrowly on demographic representation. This approach typically involves tracking metrics like the number of people from underrepresented groups hired, promoted, or represented at each level of the organization. While representation is critical, only focusing on these metrics often limits progress. 

Representation focuses on who is in the room, but if this is not balanced with inclusion and belonging, it becomes symbolic rather than transformative. Employees who are present but feel overlooked or undervalued may still struggle to thrive or to bring the creativity and perspectives that make diversity an asset.

→ What organizations need: Ensure that monitoring and tracking metrics are focused on all domains of DEIB, expanding the business conversation to go beyond the numbers and focus on aspects of culture and engagement.

Seeing inclusion and belonging as an outcome and not a focus

Many believe inclusion and belonging will follow if we focus on diversity and equity. As stated above, this is not true. For authentic and sustainable inclusion and belonging to occur, we must understand the differences between the areas and how they contribute value.

→ What organizations need: Strategies and frameworks that view each of these elements in its own right and target them appropriately to drive value.

Making DEIB only about justice

DEIB programs can inadvertently place significant focus on past injustices and emphasize who has been wronged. While raising awareness of inequities and acknowledging systemic barriers is important, framing these discussions primarily through a lens of victimization can be counterproductive.

→ What organizations need: Businesses need a “building” narrative focused on acknowledging and understanding history and context while seeking a way forward that includes all. A balanced approach that recognizes challenges while empowering individuals and fostering forward-looking solutions is more effective in driving meaningful change.

Avoiding the debate altogether

Some organizations have opted to avoid DEIB issues altogether to escape criticism. However, this neutrality often alienates employees, particularly younger generations, who value employers that take a stance on social and workplace problems.

→ What organizations need: Companies should participate in the discussion and express their perspectives on DEIB issues instead of abolishing these programs outright. We need more participation and sharing of what works, what does not, and how we should move the intent that sits DEIB forward.

A comprehensive framework for inclusion and belonging in the workplace

Considering these recommendations, we have provided a framework below that HR professionals can utilize to guide their DEIB practices to be broader and drive higher value. Before diving into the framework, we acknowledge that DEIB is highly contextual, and as such, we should always consider the external context to inform our initiatives and priorities.

The framework is divided into two layers. The inner layer reflects the various outcomes we want to achieve, or in simple terms, what success looks like. The outer layer showcases the enablers that need to be in place for these outcomes to be achieved.

Outcomes can be linked to the specific areas of diversity, equity, inclusion, and belonging. Below the line are the areas that focus specifically on diversity and equity, while the areas above the line strongly focus on inclusion and belonging.

Here are the outcomes for the organization to achieve:

• Representation and accessibility: The organization is accessible to individuals from all backgrounds and effectively represents the communities we serve and operate within.
• Fairness, transparency, and dignity: Consistently acting in ways that are fair, transparent, and aligned with employee needs, ensuring their dignity and humanity are upheld.
• Psychological safety and professional respect: Creating an environment where individuals feel psychologically safe to be themselves and engage professionally without fear of undue consequences.
• Employee voice and collaborative contribution: Employees can voice their perspectives formally and informally and collaborate to achieve shared goals.
• High levels of trust: Building a workplace where people trust each other and the intentions behind decisions and actions.

These outcomes can only become a reality if specific enablers are in place. These enablers range from systemic areas to interpersonal and behavioral dimensions. 

• Policies and processes: Robust policies and processes must be in place to dismantle barriers, promote consistency in actions, and create trust.
• Workplace practices: Day-to-day practices must reflect and reinforce inclusion, belonging, and equity, ensuring they are embedded in how work is designed and executed across the organization
• Leadership and management commitment: Managers and leaders must demonstrate a genuine commitment to driving inclusion and belonging, extending beyond surface-level support for diversity and equity.
• Team relationships: Teams must trust each other’s competence and build strong relationships.
• Culture and climate: The organization’s culture must set the foundation for inclusion and belonging, ensuring it aligns with and supports these values at every level.

The inner and outer layers work together to ensure a broader focus on DEIB, and although distinct, they are interrelated.

We discussed inclusion in the workplace with the inclusion strategist Amri B. Johnson. Watch the full interview below:

Getting started

To make the model practical, the first step is to evaluate the current work being done in the organization against the framework. It is helpful to categorize to what extent these realities are true for the organization and prioritize areas to focus on where the most significant discrepancies exist.

Below, we provide a series of questions that can be used as a starting point:

A final word

Amid the ongoing public debate about DEIB’s value, HR must adopt a more holistic approach that demonstrates clear business value and highlights its importance in the future of work. To do so, DEIB must move away from a narrow focus that only targets representation and expand on creating environments that actively foster inclusion and belonging for all employees.

The post Beyond Diversity & Equity: Focusing on Inclusion and Belonging in the Workplace appeared first on AIHR.

Without a structured system to track Diversity, Equity, and Inclusion (DEI) efforts, organizations risk falling back into old habits and stalling progress. While DEI metrics don’t automatically mean you’re hitting your goals, measuring your progress is still essential. This data can reveal issues like management bias, unconscious bias, and fairness in the workplace.

Tracking DEI metrics needs to become a higher priority to ramp up much-needed DEI ventures. According to a Culture Amp report, the number of HR professionals who described their organization’s DEI efforts as surpassing basic compliance dropped 11% between 2021 and 2023.

For a comprehensive list of key HR metrics to track and improve your organization’s performance, download our 51 HR Metrics Cheat Sheet.

Contents
What are DEI metrics?
Why are DEI metrics important?
12 DEI metrics examples
1. Demographics across organization levels
2. Retention across employee groups
3. Employee turnover
4. Adverse impact
5. Candidate demographics
6. Employee advancement / Promotion rate
7. Equal pay and pay equity
8. Employee resource group (ERG) participation
9. eNPS
10. Initiative-focused DEI metrics
11. Accessibility
12. Workplace inclusion index
FAQ

What are DEI metrics?

DEI metrics indicate the state of Diversity, Equity, Inclusion and Belonging (DEIB) efforts at your organization. By benchmarking and tracking certain metrics, you can set DEI goals, assess DEI progress and outcomes, and develop accountability for your organization’s commitment to DEI. 

DEI metrics measure fairness in the workplace, the strengths of your organization’s brand, and overall employee satisfaction. Some DEI metrics also focus on the financial return on DEI initiatives, which should be used to strengthen dedication to DEI and allocate additional resources. 

Why are DEI metrics important?

Organizations don’t achieve true Diversity, Equity, and Inclusion by merely using catchphrases or making a list of DEI-sounding proposals. It must be integrated into core values and culture. 

Diversity and Inclusion metrics guide organizations’ well-intentioned ideas to improve DEI practices for better results in operations and workplace culture. 

DEI metrics matter because they accomplish the following:

• Track progress toward DEI goals: Without data, there is no quantifiable way to determine whether Diversity and Inclusion efforts are effective or where adjustments need to be made. Metrics are the conduit for measuring the effectiveness of DEI initiatives in moving toward the organization’s goals.
• Identify gaps and inequities: DEI metrics offer information you wouldn’t otherwise have access to. For instance, they can uncover areas where certain groups may be underrepresented or face disadvantages, such as pay disparities, fewer promotions, and higher turnover. These insights are crucial because they highlight areas for immediate attention. Then, HR can secure buy-in from leadership and focus on making changes that will create a more equitable workplace.
• Assure transparency: A cohesive workplace culture requires trust, and transparency is a strong factor in building it. Openly sharing D&I metrics shows employees that an employer is willing to be upfront about its state of DEI and is committed to creating an impartial and inclusive workplace.
• Improve business outcomes: DEI metrics provide the groundwork for improving DEI efforts. Research shows that when organizations grow in DEI, they experience positive business outcomes. For example, a report by Enterprise Strategy Group showed that organizations mature in DEI were “2.1x more likely to report usually beating their competitors to market.”

HR tip

Dedicated DEIB leadership roles have been reduced in the U.S. from 56% of organizations to only 41% two years later. This means DEI responsibilities are increasingly falling on other HR teams. 

12 DEI metrics examples

You can’t always capture the full scope of Diversity, Equity, and Inclusion within an organization through numbers alone. However, metrics can help quantify specific aspects of it.

Depending on the size and make-up of your organization, all DEI metrics may not be applicable. You need to ask yourself certain questions before proceeding:

• Which of these metrics will best tell the most accurate story of DEI in my organization? 
• Which of the metrics needs to be highlighted as an urgent priority?
• Where are key areas of concern or high risk?

Listed below are 12 practical DEI metrics to track:

1. Demographics across organization levels

It often happens that an organization is diverse at the employee level but less diverse higher up. That’s why you need to understand your employee demographics not only on the company level but also within different levels, including leadership.  

To calculate demographics across organization levels, you would divide the number of people in a particular demographic group by the total population. 

For example, let’s say you were calculating the number of senior managers (400) between the ages of 60 – 65 (20). Your calculation would be: 20/400 = 0.05 or 5 %. This is a good starting point and would be known as your baseline data. 

Here is an example of what company-wide diversity metrics look like on a dashboard:

Here is another example from a DNA-testing company, 23andMe, which has the diversity data broken down into overall and leadership, as well as by department, and publishes it on their website.

The 23andMe also describes on their website the concrete actions they’ve taken to foster DEI at their organization. 

Publishing DEI data for everyone to see shows the organization’s commitment to DEI. It also lets your customers know that DEI is a priority, and your organization will be held accountable by the public as a result.

2. Retention across employee groups

How long certain employees stay with the organization can reflect your DEI efforts. Probing into your retention data will help you uncover any retention issues with particular groups of employees. 

To calculate the employee retention rate, use the usual retention rate formula, but use the specific data of the employee group you’re calculating.

As an example, if you were to calculate the employee retention rate of women, your formula would look something like this: 

The employee retention rate of women = Total # of employees – Total # of women who left / Total # of employees x 100

You can segment your population group even further to gain more interesting insights. For example, you might want to combine age group and gender. Or perhaps look at different generations (Gen Z vs. Millennials vs. Baby Boomers) and calculate the difference in retention rate. 

You can combine these retention rate results with exit survey data to drill down into more specific reasons why employees of a particular demographic group are staying or leaving and then take action.

3. Employee turnover

While retention rate measures the percentage of people who stay, turnover measures the percentage of people who leave. 

This is the formula for calculating employee turnover:

This key metric can be dissected to reveal turnover across employee groups based on gender, age, or race. 

For instance, if an organization had 200 employees in the Baby Boomer age group and 30 employees left, the formula would look like this:

Turnover rate for Baby Boomers = 30 / 200 = 15%

Higher turnover rates in particular demographics can indicate a DEI disparity. According to an Ensono Speak Up Survey, nearly one-fifth of females working in tech in the U.S., U.K., and India were planning to leave their current role within the next year.  

4. Adverse impact

Adverse impact happens when a particular policy or practice results in discrimination against certain groups of people. Calculating adverse impact allows you to measure the potential adverse impact at each stage of the employee life cycle. 

For example, if you have a discriminatory practice in your recruitment stage, it trickles throughout the organization and has an adverse effect on Diversity, Equity, and Inclusion efforts. Once you identify a discriminatory practice, you can address it to make HR processes fairer.

To calculate adverse impact, you need to employ the “four-fifths rule.” This rule states that “the selection rate of protected groups – which include race, sex, age (40 and over), religion, disability status, and veteran status – should be 80% or more of the selection rate of non-protected groups to avoid adverse impact against the former.”

There are four steps to calculate adverse impact. We’ll use the recruiting process as an example:

1. Determine the selection rate for each group. (For example, there are 100 applicants, and 10 of them are Black, that’s 10%.)
2. See which group has the highest selection rate. (Let’s say, for example, Latinos had the highest selection rate at 40%.)
3. For each group, determine the impact ratio by comparing it to the highest selection rate.
4. Determine if the rate is less than the selection rate for the highest group. This is the four-fifth rule, in other words, at 80%. If it is less, then it means an adverse impact has been identified. In our case, 10/40 is 25%, which is less than 80%. Adverse impact is present.

SHRM provides another example of this:

“A comparison of the Latino selection rate (30 percent) with the Caucasian selection rate (60 percent) shows that the Latino rate is 30/60, or one-half (50 percent) of the Caucasian rate. Because one-half (50 percent) is less than four-fifths (80 percent), adverse impact is usually indicated.” – SHRM. 

5. Candidate demographics

DEI endeavors must include attracting applicant pools containing different races, backgrounds, ages, genders, etc. What kind of candidates are you attracting, and from what sources? How is diverse talent progressing through the funnel? This indicates which sources attract candidates from diverse backgrounds and whether you’re using inclusive language in your job postings, etc.

You can collect candidate demographic data anonymously during the application process. For each stage and each demographic group, calculate it as a percentage of the total number of candidates through each stage.

Along with calculating demographics at each step of the hiring process, it’s also a great idea to ask your talent acquisition professionals to take Harvard’s Implicit Association Test. It’s an eye-opener for evaluating unconscious biases.

6. Employee advancement / Promotion rate

An organization committed to DEI will support talent mobility among diverse employees. This will be reflected in your promotion rate.

To calculate employee advancement or promotion rate, use the formula:

Number of employees promoted in the group/headcount.

Once you have the overall number, you can start looking into promotion rates across different groups and how they compare to your general employee advancement rate.

Despite the progress made in promoting Diversity, Inclusion, and Equity in the workplace, McKinsey research shows that women are still experiencing slower promotion rates than men. This is further exacerbated for women of color, who lose ground at every step of the promotion pipeline.

7. Equal pay and pay equity

Looking at pay disparities within your organization will help you uncover potential pay practice problems so you can design solutions to remedy them. 

One of the most notable issues in diversity is equal pay for equal work. There is often a sentiment that people from different demographic groups are compensated differently for doing the same work. That is why it’s important to calculate this regularly.

Let’s use gender as the variable to understand the calculation. Before starting, you would need the following information: 

• List of all relevant employees
• Gender of all relevant employees 
• A list of ordinary pay received (allowances, base salary, leave, and any other pay variables relevant to your organization.) 
• Sign-on bonuses and annual bonuses
• Weekly working hours of all relevant employees.

To determine whether there is a gender pay gap on average, you would need to calculate the average hourly pay of male employees and female employees. Then, add up the average hourly pay of all male employees and divide it by the number of male employees. Do the same for female employees. Then subtract the average female hourly rate vs. the average male hourly pay rate, divided by the average hourly pay rate for males, multiplied by 100. 

For example, an organization has an average hourly pay rate for males at $50 and $42 for females: 

$50 – $42 = $8 

$8 / $50 = 0.16 x 100 = 16%

Therefore, the average gender pay gap is 16%. You can do the same calculation for other demographic groups.

A detailed pay equity analysis will help you understand pay disparities across your organization. 

8. Employee resource group (ERG) participation

Employee resource groups aim to give a voice to various workplace groups who share a common identity. If your organization has ERGs, what are the participation rates? Knowing the participation rate will help you determine if these groups actually serve their purpose. 

Calculate the overall participation of employees in ERGs by taking the number of employees actively participating in ERGs divided by the number of employees in the organization.

You can also understand ERG participation by looking at the frequency of meetings and initiatives and the effectiveness of any projects. Also, assess which ERGs are most active and why. Explore reasons why employees may hesitate to participate in ERGs and consider establishing new ERGs to reach more employee groups.

9. eNPS

The employee net promoter score (eNPS) evaluates employee loyalty and engagement by polling employees on whether they would recommend the organization to others as a desirable place to work. 

Positive eNPS scores can imply an inclusive and satisfying workplace culture. Again, you should break it down per demographic group to better understand if there are differences between them. 

If you’re conducting annual employee surveys and measuring eNPS, be sure to include open-ended questions. That way, if there is a low eNPS within a particular demographic group, you’ll have more in-depth survey responses to help you understand why.

When done right, DEI metrics are a powerful way to track progress, measure impact, and prioritize initiatives. Instead of only focusing on the numbers, look at the story that the data tells in relation to where you are spending DEI efforts.

Marna van der Merwe, Subject Matter Expert at AIHR

10. Initiative-focused DEI metrics

These metrics measure the outcomes of DEI-focused initiatives. For example, if you were to run an accelerated leadership program for Black employees, there should be a way to measure its success. 

This is not only to establish if the participants completed the program but also the financial and business outcomes of it. To do this, you need to have a particular goal in mind. The goals should also be further broken down into specific DEI outcomes that the particular initiative addresses.

After you launch an initiative, you can measure the results of it by tracking:

• Sales growth correlated to the diversity initiative
• Revenue per employee (Segmenting the particular target group to understand the impact of the initiative.)
• Promotion rates (For example, for a program that targets accelerated promotion for under-represented groups.)
• Job level representation
• Net promoter score.

You can also approach it differently and quantify the initiatives. For example:

• Number of events organized by your ERGs
• Number of participants per ERG event / in total
• Number of participants in voluntary diversity training.

Finally, tracking the metrics of any DEI&B-focused initiatives your organization creates is important. These can include recruitment programs at local historically black colleges and universities or accelerated leadership programs for women. After all, you won’t be able to measure their success without looking at the numbers. 

You can make it easier on your future self by setting clear, measurable goals for these initiatives at the beginning. These goals will point you directly to which metrics to measure. 

For example, you might measure:

• Promotion rates
• Net promoter score
• Number of participants in an event
• Number of new hires from the initiative.

11. Accessibility

Ensuring all employees can navigate their work environment and have equal access to materials and amenities upholds DEI. It’s important to consider any potential barriers certain employees may have with physical spaces, social circumstances, or technological tools. 

According to AIHR’s HR Subject Matter Expert, Marna van der Merwe, understanding employees’ accessibility barriers is a way to identify obstacles or underlying issues that may be affecting the broader workforce.

For example, she explains that neuro-divergent employees may struggle with a lack of flexibility regarding mandatory office days, which can impact their ability to be productive and contribute effectively. Rather than viewing these challenges as isolated cases, being attuned to such groups can provide insight into deeper Diversity and Inclusion barriers within the workplace.

Consider the following:

• Can all employees move about and access all parts of the workplace? 
• Are software programs, learning materials, and internal communication methods accessible to all employees and compatible with assistance technologies?
• Are bathroom facilities suitable, private, and comfortable? 
• Is there specialized equipment that could help better accommodate an employee’s disability?
• Can workstations be modified for those who require either a quiet or stimulating space to function optimally?
• Is there an opportunity to recognize various cultural traditions and religious holidays?

Accessibility metrics you can monitor and analyze include:

• Accommodation requests – Types and number of disability accommodation requests, as well as how the accommodations were granted and how long it took.
• Physical accessibility – The quantity of accessible workstations that are available and assistive devices provided.

HR tip

It’s not just the employees who need accommodations that want to see accessibility prioritized in the workplace. According to Pew research, 50% of workers say it’s “extremely” or “very important” to them that their organization is accessible for those with physical disabilities. 

12. Workplace inclusion index

A workplace inclusion index assesses the level of inclusion employees perceive. It can display the sentiment of all employees or be broken down into groups, such as by identity, role, or location. You can also compare the groups to each other to identify disparities.

The data for the workplace inclusion index is collected via survey, with response choices often being:

• Strongly agree
• Agree
• Neither agree nor disagree
• Disagree
• Strongly disagree

To calculate the workplace inclusion index, you start by assigning a weight to each category of question, such as:

• Fair and respectful treatment (survey score: 77/100, weight: 35%)
• Safety and needs (survey score: 82/100, weight: 30%)
• Opportunity to succeed (survey score: 74/100, weight: 35%)

Next, multiply the score of the question category by the assigned weight and add the weighted scores together to get the overall inclusion index:

• (77 x 0.35 = 26.95)
• (82 x 0.30 = 24.60)
• (74 x 0.35 = 25.90)

26.95 + 24.60 + 25.90 = 77.45 (inclusion index)

Then you can find the inclusion index for a certain group and compare it to the overall inclusion index, such as the following example of women:

Women:

• Fair and respectful treatment (75 x 0.35 = 26.25)
• Safety and needs (78 x 0.30 = 23.40)
• Opportunity to succeed (70 x 0.35 = 24.50)

26.25 + 23.4 + 24.50 = 74.15 (inclusion index – women)

With repeated surveys and tracking this index over time, you can gauge whether DEI efforts are having an effect.

Over to you

If you don’t monitor and judge the impact of your DEI initiatives, they can become futile. Measuring DEI initiatives with appropriate metrics over an extended period maintains accountability and shows you where you started, what’s been effective, and where the organization still needs to go.  

While tracking your Diversity and Inclusion metrics is important to understanding the state of DEI and its progress at your organization, it is even more critical to turn this data into actionable insights and use it to cultivate a culture that embraces all employees.

FAQ

The post 12 DEI Metrics Your Organization Should Track appeared first on AIHR.

In this article, we’ve listed the top interview questions for Diversity and Inclusion Managers and what to focus on when answering them. Let’s dive in!

Contents
Diversity and Inclusion Manager job description
Role-specific interview questions
Competency interview questions
Behavioral interview questions
Situational interview questions

Diversity and Inclusion Manager job description

A Diversity and Inclusion Manager is responsible for crafting, recognizing, and implementing a company’s Diversity, Inclusion, Equity, and Belonging (DEIB) efforts. This includes advising line managers on strategies and best practices, ensuring the organization follows appropriate legislation, and implementing DEIB practices across all HR processes. 

Some of the key responsibilities of a Diversity and Inclusion Manager include: 

• Fostering a diverse and welcoming workplace at all levels of the organization through the development of company-wide DEIB programs
• Constantly improving the company’s talent pipelines and recruitment practices to increase candidate diversity
• Utilizing data analytics to highlight the positive impact of DEIB programs on the executive team.

The skills needed for the job are: 

• DEIB management: This involves designing and implementing programs that promote DEIB in the workplace, which are central to creating an inclusive workplace culture.
• HR advisory: Providing expert guidance ensures that recruitment, promotions, and employee relations are handled through an inclusive lens, reducing bias and fostering equity.
• HR strategy formulation: Developing HR strategies that incorporate DEIB principles ensures that diversity initiatives are aligned with the company’s broader objectives, fostering long-term inclusion throughout the organization.
• Networking: Building relationships with internal stakeholders and external partners is crucial for expanding the reach of DEIB initiatives and creating a supportive, collaborative environment.
• Change management: Managing organizational change is essential to successfully implement DEIB initiatives, as it helps overcome resistance and ensures smooth transitions toward a more inclusive workplace.

We’ve compiled a list of 33 interview questions for Diversity and Inclusion Managers, together with some ideas for formulating your answers. Potential interview questions are limitless, and businesses use many different types as their standard. However, getting familiar with sample questions will help you prepare for an interview for your next role and ultimately ace it.

For this article, we’ve focused on the four categories of role-specific, behavioral, competency, and situational D&I Manager interview questions. Here we go!

Role-specific interview questions

Role-specific questions allow you to showcase that you understand what needs to be done as a Diversity & Inclusion Manager. It gives you the opportunity to show you have read through the job description, done prior research on the organization’s structure and D&I strategy, and explain how you can contribute to it.

1. “Why are you interested in diversity and inclusion?”

In your answer, share a personal or professional experience that sparked your interest in DEIB, and discuss how it aligns with your values or career goals. Mention how your passion for fostering an inclusive workplace drives you to make a measurable impact in organizations.

2. “How do you keep up to date with the latest news and practices in D&I? What resources do you use?”

You should be able to demonstrate that you know what’s top of mind and newsworthy in D&I. It is a constantly evolving field, and with some noteworthy and seminal moments, it is important to show that you’re knowledgeable about what’s happening and what’s coming.

You should mention a few resources (books, websites, journals) that you follow. Mention the trends you have noticed, as well as any specific changes. It might be new legislation related to D&I, for example.

It’s a good idea to subscribe to Google Alerts to receive the latest D&I news, listen to podcasts, subscribe to relevant social media groups, and join one or two useful newsletters. 

3. “What are the biggest challenges D&I professionals are currently facing?”

This is an opportunity to showcase your experience and knowledge in the D&I field. The challenges and maturity in D&I are not the same as 20 or even five years ago. To answer this question, present challenges that D&I professionals have faced in the past. Then, explain how they have changed over time to the current day.

Feel free to use an anecdote where you can demonstrate current challenges – and also how you worked to overcome them. Ensure your answer is aligned with the job description and industry. For instance, if your D&I role is in the entertainment industry, make it specific to that. To recap, don’t just state the challenges but also discuss how to overcome them.

4. “What DEIB training have you received?”

Start with your most recent D&I training and work backward. For example, mention your Diversity, Equity, Inclusion, and Belonging certification. Be specific about your educational background – so if you have a Human Resources or Organizational Psychology degree, expand on the specific diversity and inclusion modules you completed.

Also, it showcases an element of continuous learning. This might be recent conferences or workshops you attended or a webinar series you’re subscribed to. Highlight a few key pieces of training that are a must-have (unconscious bias and implicit training, cultural awareness, stereotyping, anti-harassment, legal training, etc.). 

5. “Who forms part of your DEIB team? How do you ensure everyone knows their responsibilities?”

This interview question is an opportunity to showcase your strategic thinking. Study the structure of the organization you’re applying to know how to prepare your answer. Your diversity team should go beyond just the D&I and HR employees. It should include the leadership team and other functional members such as IT, finance, marketing, and legal / compliance.

Explain how you would bring all of the different members to work towards a shared vision and set objectives with KPIs. Explain the different responsibilities of each member and the reason behind them. 

6. “How do you stay informed about the latest updates to D&I labor law matters?”

Be sure to quote the specific website or gazette you use to stay up to date with D&I labor law matters. For example, if you’re based in the US, you might note that you keep an eye on the US Department of Labor website to stay informed.

And on a global level, you can stay up to date with what’s happening in the International Labour Organization related to D&I. For bonus points, mention a recent change in labor law in your country/state. That will show that you are all caught up with what’s happening.

7. “What do you see as a major event, trend, or change that will change diversity and inclusion in the next five years?”

This is different from explaining what the current trends are – it’s an opportunity to show that the organization should invest in you. Look at trending topics, such as remote work or artificial intelligence (e.g., bias and AI), and discuss its future impact on DEIB. Mention a few studies or industry research that backs up your claims.

Also, discuss the skills and competencies needed for D&I professionals to deal with this and what you’re doing to stay sharp. 

8. “How would you describe the way you think about diversity and inclusion now? How has it changed over time?”

This question allows you to demonstrate your knowledge and maturity over time. Showcase how movements like #MeToo or Black Lives Matter have risen, and how the new traditions of the annual diversity reports have come about.

Discuss how organizations have shifted from D&I as just a tick-box exercise to evolving as a business imperative and strategic advantage. Explain how the understanding is changing from diversity to inclusion to include other dimensions – equity and belonging.

9. “How would you describe the typical day of a Diversity and Inclusion Manager?”

This is to measure if you know and understand the responsibilities of a D&I Manager. Explain how you can lead teams, build relationships, and research and implement strategic initiatives. Describe how you would track metrics and create a DEI dashboard for the organization to be able to make data-driven decisions.

10. “How would you align our organization’s diversity and inclusion initiatives with our overall business strategy?”

Show your understanding of how DEIB efforts can support broader organizational goals, such as employee engagement, innovation, or customer satisfaction. Discuss how you’d integrate DEIB into various business functions like recruitment, product development, and leadership.

11. “What long-term changes would you like to see in the field of diversity and inclusion over the next decade?”

Reflect on trends like increased remote work, AI, or global cultural shifts, and how they might shape DEIB efforts. Discuss your vision for more inclusive workplaces and how organizations can proactively address future challenges.

Competency interview questions

A major reason to hire a Diversity & Inclusion Manager is that it is a specialist role. It’s not just an HRBP with a D&I focus, but a specific individual to look at D&I issues in the workplace. Competency-based interview questions explore your understanding, knowledge, and skills in the field of D&I. To prepare, you should refresh everything there is to know about D&I.

12. “What is your understanding of diversity and inclusion?”

Don’t provide a textbook definition of D&I – but rather what you understand it to be in the context of society and the workplace. Provide an anecdote of what it means to you. Again, remember to explain that D&I goes beyond the numbers and has expanded to include equity and belonging (DEIB). To conclude, describe an ideal workplace and what it looks like when they prioritize DEIB. 

13. “What is your approach to understanding the perspectives of colleagues from different backgrounds?”

Explain how you would go about understanding different perspectives, such as active listening, empathy, and seeking out feedback, to ensure you genuinely appreciate diverse viewpoints. On a broader organizational level, you can mention strategies like hosting focus groups, one-on-one meetings, or anonymous surveys to gather a wide range of perspectives for better decision-making.

14. “What role do you believe employee resource groups (ERGs) play in D&I?”

Explore the concept of ERGs and what makes them effective or not. Provide tangible examples of how you have supported the growth of an ERG and how you measure success.

An ERG is an employee-led diversity and inclusion initiative – so explain how you, as a D&I Manager, would encourage support and get employees excited about them. 

15. “What practices would you implement to ensure we don’t recruit with bias?”

Give three or four real inclusive hiring initiatives aiming to reduce bias in the recruitment process. You could mention the following:

• Increasing the use of data in decision-making
• Structuring the interview process
• Removing gendered wording from job descriptions
• Training your hiring team on unconscious bias and
• Thoroughly analyzing each step in the recruitment process for adverse impact. 

16. “What is the biggest mistake organizations make regarding diversity and inclusion?”

This is a great way to demonstrate how you would be a leader in the organization by giving a succinct description of where organizations go wrong with D&I. Some of the most common mistakes include creating D&I policies but not implementing or putting them into action. As you’re being hired as the D&I Manager, you should also emphasize this would be your key priority should you be hired.

Another big mistake often made is that organizations don’t respond publicly or internally to a social situation.

17. “How much do you consider HR metrics when deciding on your diversity & inclusion strategy?”

Emphasize how you incorporate HR metrics like hiring rates, promotions, and representation into the planning phase of your DEIB strategy. Mention how you analyze data to identify gaps and set measurable goals. Some examples could include tracking diversity in talent pipelines, measuring the retention rate of underrepresented groups, or evaluating pay equity as part of shaping your strategy.

18. “How do you evaluate the effectiveness of diversity and inclusion programs?”

As we’ve established above, data is essential when it comes to diversity & inclusion – and you should emphasize this. It’s not enough to just feel good about D&I; but there should be tangible changes in representation. This can be tracked through D&I metrics (e.g., representation of various diversity groups at senior levels or eNPS for underrepresented groups). Discuss specific tools or methods you use to gather insights and make adjustments as needed.

19. “How versatile are you working with software systems in DI&?”

Firstly, demonstrate your willingness to make technology a key strategic tool for your D&I strategy. Then demonstrate your awareness of the considerations when using technology.

The benefits include automating parts of many workplace processes (recruitment, video-based interviews, learning and development, analytics) to enable your D&I strategy. It can also have many shortfalls, such as bias in technology systems, interpreting analytics without context, etc.)

20. “What are your biggest strengths as a Diversity and Inclusion Manager?”

Highlight specific technical skills to being an excellent D&I Manager (DEIB management, HR strategy formulation, change management). Demonstrate you have strengths in soft skills (such as active listening, conflict resolution, networking, etc.).

Behavioral interview questions

Being able to handle challenging situations as a D&I Manager is crucial, as you will often be called in to deal with a sexual harassment case or an incident of racism, for example. Therefore, you need to describe prior situations you found yourself in and how you reacted. 

21. “What initiatives or steps have you taken to champion diversity & inclusion in the workplace?”

Use the STAR (Situation, Task Action, Result) interview method when you’re answering this question. Refer to a specific situation where you recognized D&I needed to be championed and the steps you took to improve it. Highlight where you were specifically involved, and then explain the outcome.

For example, explain how an employee net promoter score was low for a particular diversity group and what steps you took to improve it, or how you challenged representation in senior leadership levels. 

22. “What steps have you taken to get the leadership team to champion D&I initiatives?”

Diversity and inclusion initiatives are only successful if supported by the leadership team in the organization. Choose a specific example where you influenced and persuaded leaders to make the right decisions regarding D&I.

Explain how you convinced the leadership team (through data, listening skills, negotiating, compromising, etc.). If possible, showcase how you secured a budget for D&I initiatives. 

23. “What opportunities have you had working and collaborating with diverse and inclusive populations?”

Provide specific examples where you collaborated with individuals from diverse backgrounds, detailing the challenges and successes of those experiences. Use the STAR method to describe your role, the steps you took, and the outcomes that demonstrated positive impacts on inclusion.

24. “Can you give us an example where you created a sense of belonging for employees from diverse communities in the workplace?”

Be specific in your example – mention that exact group and what the challenge was. Explain what you did to understand the issue (what caused a feeling of lack of belonging) and what you did to overcome it.

Demonstrate that you have spoken to employees and not just decided based on what you think. Explain how you celebrate differences, use employee resource groups, and use data to measure results. 

25. “How did you handle a situation where an employee acted in a sexist, racist, or culturally insensitive manner?”

Demonstrate your understanding of HR investigation procedure (from a legislative perspective) and dealing with emotions (of both the employee who was accused and the victim). Explain what happened, the outcome, and how you communicated this to those involved and the broader company.

26. “Describe the most challenging diversity & inclusion situation you faced. How did you handle it? What was the outcome? What could you have done better?”

This is your chance to demonstrate one example which showcases your knowledge, competencies, and emotional intelligence. By using the STAR method, explain the knowledge (theory, laws, case studies) you used to approach the situation, how you dealt with it (competencies – change management, active listening, persuasion), and what the follow-up was.

Focus on the employee and how you made them feel throughout the process. 

27. “Can you share an example of how you handled resistance to a DEIB initiative?”

Apply the STAR method to describe a situation where you encountered pushback, explaining how you addressed concerns and found common ground. Highlight your communication skills and strategies for overcoming resistance to foster buy-in.

Situational interview questions

Diversity & Inclusion Managers consistently deal with tough situations around religion, sexual orientation, race, gender, culture, etc. Situational interview questions gauge hows you handle these scenarios – particularly as the subject matter expert and consultant on D&I. 

28. “Explain how you would approach a situation where you’d have to discuss a difficult topic, such as religion, sexual orientation, or race in the workplace.”

Demonstrate how you set objectives and planned for every scenario. Showcase your facilitation skills, get everyone involved in the situation, and create psychological safety. Explain the follow-up steps. Use the BRAVE framework suggested by MIT Sloan. 

29. “How would you approach recruiting candidates from historically underrepresented groups in your area?”

Depending on your location, you should know which groups have been historically underrepresented. Discuss your experience with sourcing and recruiting candidates from underrepresented groups and showcase your understanding of specific policies and practices, such as affirmative action, and how you would apply them. 

30. “What are a few methods you would use to educate employees on diversity and inclusion in the workplace?”

This question is an opportunity for you to show that you’re well-versed in different learning and training methods and how to apply them. For example, you can mention a company-wide meeting you conducted or a webinar. You can also discuss a variety of D&I training formats you implemented in the past, such as a video or email series.

Lean on your past experience in the education you provided and its outcome (note any improvement, completion rates, employee feedback, etc.) 

31. “If you discovered a member of leadership was guilty of misconduct regarding a D&I situation, what would you do?”

If you don’t have an example to quote, explain what you would do in this scenario. Make sure to highlight how you would hold leadership “accountable” for the actions – and treat them with the same procedure as any employee in the same situation.

32. “How would you handle a situation where a team is struggling with unconscious bias in decision-making?”

Describe how you would assess the situation, provide training, and implement long-term strategies to reduce bias, such as structured interviews, interview evaluations forms, or bias-awareness workshops. Emphasize the importance of ongoing education and accountability in managing bias. For example, this could include establishing a review system where managers’ interview evaluations are audited for consistency across different demographic groups.

33. “It’s your first day on the job here. What is the first task you will tackle?”

There’s no real answer for this – but rather an opportunity to showcase your personality and priorities. Mention that you would set up meetings with key stakeholders, not only senior members. Also, meet with employees experiencing D&I issues on the ground. Talk about the research and data you would like to get a hold of and how you would introduce your approach to your team and the company.

How to talk about diversity in an interview

Here are five tips for talking about diversity in a job interview, specifically for a Diversity and Inclusion role like a D&I Manager or D&I Director:

• Be authentic and personal: Share personal experiences that demonstrate your genuine commitment to diversity and inclusion. Explain why D&I matters to you personally and professionally, connecting it to your values or past roles.
  • Example: Discuss how a specific interaction with a colleague from a different background shaped your understanding of the importance of inclusion.
• Show you understand the big picture: Talk about diversity beyond just numbers; focus on inclusion, equity, and belonging. Discuss how diversity initiatives can benefit the entire organization, improving innovation, employee engagement, and overall success.
  • Example: “I see diversity as a competitive advantage, helping to foster creativity and innovation by bringing together different perspectives.”
• Demonstrate a strategic mindset: Position yourself as someone who can align D&I with business goals. Explain how you would use data, KPIs, and collaboration with other departments (HR, leadership, etc.) to implement and track successful diversity strategies.
  • Example: “I use metrics like employee engagement and retention among diverse groups to measure the effectiveness of D&I initiatives and make data-driven adjustments.”
• Highlight specific achievements: Provide concrete examples of how you’ve implemented successful D&I initiatives or programs. Use measurable outcomes, such as increased representation, improved employee satisfaction, or reduced bias in hiring processes.
  • Example: “In my last role, I helped increase the representation of women in leadership by 20% over two years through targeted recruitment strategies.”
• Be ready to discuss challenges: Acknowledge the complexities and challenges of implementing D&I programs, such as resistance, unconscious bias, and legal changes. Share examples of how you’ve navigated these challenges, emphasizing your problem-solving skills and resilience.
  • Example: “When we faced resistance to implementing diverse interview panels due to time concerns, I used data to show how it improves hiring outcomes and reduces new hire turnover. I streamlined the process, provided training, and over time, we saw a 15% increase in diversity among new hires.”

Over to you

You will never know the exact questions you will be asked at your next interview. However, reviewing these interview questions for Diversity and Inclusion Managers will help you reflect on your past experience, remember different situations that you had to handle, and formulate what you want to communicate in the interview.

Of course, don’t forget to prepare a couple of questions yourself to understand the role and the organization better. Good luck with interviewing!

The post 33 Interview Questions for Diversity and Inclusion Managers appeared first on AIHR.

Sensitivity training is crucial to creating an inclusive environment where employees of all backgrounds feel accepted and valued. Let’s dive in to the different types, topics to cover and how HR can conduct sensitivity training in the workplace.

Contents
What is sensitivity training for employees?
Types of sensitivity training for employees
How do you conduct sensitivity training?
Sensitivity training examples

What is sensitivity training for employees?

The key objective of sensitivity training (also called workplace sensitivity training or corporate sensitivity training) is to help employees develop greater awareness of their own prejudices, address them promptly, and be more sensitive to others. Its purpose is not to make employees feel they must walk on eggshells around one another. Instead, it’s to help them become more respectful of their peers, especially those from different backgrounds.

The facilitator strives to maintain an open, objective, and safe environment. Participants should feel comfortable discussing challenging issues to help them understand and appreciate one another more.

Sensitivity training is not just for employees who have exhibited behavioral problems at work — it’s a continuous process for the entire workforce. It aims to get employees to engage in discussions that cultivate mutual understanding and empathy, allowing them to bring new perspectives to post-training conversations with their coworkers. It also allows them to understand their company’s stance on different types of discrimination.

Additionally, compliance considerations are an important factor in workplace sensitivity training. For example, state or municipal laws may require employers to conduct sexual harassment or anti-harassment training. In states that don’t legally require such corporate sensitivity training, many employers still provide it to prevent harassment and create a safe, welcoming workplace for all employees.

Why is sensitivity training for employees important?

 Sensitivity training is important for many reasons, such as:

• Company commitment and expectations: Sets expectations for appropriate workplace conduct and underscores a company’s commitment to a discrimination-free workplace.
• Greater awareness and positive change: Discrimination and bullying create a hostile work environment, damaging employee morale and putting an organization at greater legal risk. Sensitivity training can help prevent and mitigate these negative outcomes.
• Myth-busting: Helps dispel cultural myths by facilitating employee interactions to promote open-mindedness and new perspectives.
• Pattern identification: Sensitivity training data can help HR identify patterns and employees contributing to a hostile work environment, making it easier to promptly address issues. It can also help identify areas in which employees are doing well and build on them.
• Improved productivity: A safe, accepting work environment allows employees to focus better on their jobs, resulting in improved employee morale and productivity that benefit not just themselves but the organization as a whole.
• Better employee-manager communication: Sensitivity training is also important for managers. It provides an open, safe space for manager-employee interaction without fear of judgment or retaliation, making it easier for employees to discuss with their managers any challenges they face. 

Types of sensitivity training for employees

Based on your company’s specific needs, you could implement various types of workplace sensitivity training. Here is an overview of some of the more common topics your sensitivity training can cover. 

1. Cultural sensitivity training

Acknowledging and celebrating cultural differences can create a more inclusive and safe work environment where colleagues trust and respect one another. It can also foster a deeper understanding of how each team member’s unique background and experiences benefit the department, resulting in increased employee morale and productivity.

2. Emotional intelligence training

A higher level of emotional intelligence enhances a work environment by fostering better communication and interpersonal relationships. Employees with a significant degree of emotional intelligence can more easily recognize and manage their own emotions and understand the emotions of others. This helps minimize conflicts, leads to effective problem-solving, and promotes empathy and respect.

3. Bullying and anti-harassment training

Employees must understand what bullying and harassment entail and that their workplace does not tolerate any form of either action. A common example of such behavior is repeatedly and purposely making insensitive remarks about a colleague’s race, nationality, gender, sexual orientation, or physical appearance despite prior warnings to stop.

Failure to maintain a work environment free of bullying and harassment (or where such behavior goes unpunished) can lead to increased employee turnover and legal risks for the company.

4. Consciousness of stereotypes

People often don’t realize how problematic or hurtful their language and behavior can be, even when unintentional. Awareness of racism, stereotypes, and unconscious bias can help employees be more mindful of their words and actions.

5. Sexism and gender equality training

It’s unfortunately common to hear of incidents in the workplace that involve sexist or sexually suggestive comments or actions directed from one employee to another. This is where gender sensitivity training is essential.

This type of training seeks to foster a more inclusive, respectful work environment by educating employees about recognizing and addressing unconscious biases, discriminatory behaviors, and systemic inequalities. Awareness helps reduce gender-based harassment and discrimination, creating a safer workplace for all genders.

HR tip

Before developing a sensitivity training program, get feedback to help identify potential areas for improvement. This may involve:

• Gathering employee feedback through surveys, focus groups, and anonymous suggestion boxes 
• A review of current policies and employee complaints
• Consultation with key stakeholders, including employees, management, and DEIB specialists.

6. Avoiding ageism

Ageism at work is often expressed in one of two ways: patronizing older employees (e.g., assuming they’ll be slow to learn new tech) or underestimating younger coworkers and their abilities. Sensitivity training must address age-related biases and educate employees on the benefits of working in a multigenerational organization.

7. Diversity, Equity, Inclusion and Belonging (DEIB) training

A diverse workforce isn’t just about having employees of different ethnicities, nationalities, cultures, religions, genders, sexual orientations, or socio-economic backgrounds. It also requires diverse thinking and consideration of diverse perspectives to thrive and obtain equity.

At the same time, employees must learn the difference between equity and equality to understand why the former is just as important as the latter. Employees who know their employer values their voices and respects their contributions regardless of the above diverse characteristics are more likely to be happy and remain at the company.

8. Allyship with disabled, LGBTQ, and ethnic minority employees

Allyship with disabled, LGBTQ, and ethnic minority colleagues fosters a more inclusive and equitable work environment, enhancing employee morale and productivity. By actively supporting and advocating for historically marginalized groups, allies help create a culture of mutual respect and acceptance, minimizing discrimination and harassment.

This empowers and motivates all employees to contribute their best work, leading to increased innovation and collaboration. It also strengthens the company’s reputation as one that prioritizes DEIB, allowing it to attract a wider talent pool and improve employee retention.

9. Religion, spirituality, and other personal beliefs

Respecting colleagues who have religious or spiritual beliefs and those who are agnostic or atheist is crucial for a healthy work environment. This promotes inclusivity and mutual respect.

Employees who are assured of respect regardless of their personal beliefs or lack thereof are more likely to feel valued and comfortable at work. Respecting those with diverse beliefs also helps improve the organization’s reputation and, subsequently, its ability to attract and retain a diverse workforce. 

How do you conduct sensitivity training?

Now that you’re all set to implement sensitivity training in your organization, what are the next steps? Here are some suggested actions you can follow: 

1. Establish clear expectations: Communicate training objectives, expectations, and deliverables, as well as what behaviors will and will not be tolerated. Hold all employees accountable, regardless of their title/position at the company.
2. Encourage and facilitate open, honest communication: This is necessary to achieve greater understanding and progress. Acknowledge from the beginning that some topics may be difficult and uncomfortable but are necessary for effective dialogue.
3. Emphasize the importance of self-awareness: Sensitivity training sessions should include discussions on how each participant would feel or react in certain common situations people face at work. This encourages self-reflection, self-awareness, and empathy.
4. Engage management and ensure they lead by example: No one should be exempt from sensitivity training. Management can lead by example by participating in this training alongside employees. 
5. Be flexible on the training schedule: Offer different time slots/dates to ensure all employees can attend the training, then follow up after each session to gather feedback.
6. Ensure online optimization: While in-person training can help employees better connect, providing online sensitivity training allows remote employees to access the same resources. Features such as breakout rooms and interactive videos can keep employees engaged and help them retain knowledge. Some online video hosting platform options include Echo360, AbsorbLMS, and Kinescope.

HR tip

Have a member of management introduce each sensitivity training session. They should articulate their genuine commitment to this initiative and highlight why its principles are important. This can help set a positive tone for the training from the very start.

Sensitivity training examples

Sensitivity training must be delivered effectively to make a positive impact. A few companies with stellar examples of strong DEIB-related initiatives include: 

Ernst & Young

The company assigns full-time partner-level leadership to diversity recruiting. As a result, the number of women in its top executive management positions has increased by more than 20%. 

Ernst & Young has also launched a program for ethnically diverse college freshmen, sophomores, and transfer students. In 2021, it launched inclusive leadership training and published its first DEI transparency report.

Johnson & Johnson

The company devotes many resources to ensuring all employees can help create an inclusive environment. They have 12 Employee Resource Groups (ERGs) that connect and engage with employees across the company to develop their potential, build relationships, and drive an inclusive culture and environment.

Final thoughts

Workplace sensitivity training ultimately helps create and maintain a safe, professional environment, boosting overall employee performance, productivity, and morale. It educates employees at all levels about how to behave constructively toward one another.

Sensitivity training for employees shouldn’t be conducted reactively or retrospectively. Instead, HR and the organizations they work for should view and use it as a valuable tool they deliver proactively and make an integral part of the company’s employee training resources.

The post Your Comprehensive Guide to Sensitivity Training for Employees (in 2025) appeared first on AIHR.

For example, 39% of the respondents in a Deloitte survey reported experiencing bias at least once a month, while 68% said witnessing or experiencing bias harmed their productivity.

But what is contrast bias, how can it negatively impact your organization and its employees, and how can you prevent it in your workplace?

Contents
What is contrast bias?
Ingroup versus outgroup bias
The impact of contrast bias
5 areas of workplace contrast bias
7 ways to avoid contrast bias in the workplace

What is contrast bias?

Contrast bias is a form of cognitive bias in which you evaluate someone’s abilities, work performance, or characteristics by comparing them to others you’ve recently evaluated instead of using an objective standard or criteria.

This can happen in various contexts, such as recruitment, performance reviews, promotions, and day-to-day interactions among staff. As a result, there is either a positive contrast effect or negative contrast effect — you may view a candidate’s qualifications or employee’s performance as either better or worse than they really are, based on whom you compare them to.

The psychology behind contrast bias is quite simple: comparing one thing or person against another can make people feel more confident about their decisions. As HR professionals often have to make crucial decisions regarding candidates and employees, they may unconsciously or subconsciously rely on contrast bias to help them reach these decisions more quickly and efficiently.

Ingroup versus outgroup bias

Depending on the workplace situation, you may engage in ingroup or outgroup bias. The table below gives an overview of the main differences between the two and an example of each.

The impact of contrast bias 

Contrast bias typically has several negative implications for an organization. Here’s what these can look like at different stages of the employee life cycle: 

• Skewed hiring decisions: Comparing candidates to one another instead of focusing on how well their skills and qualifications match a role’s requirements can skew hiring decisions. This will, in turn, negatively impact new hire diversity and potentially lead to work compatibility issues.
• Unfair performance management and reviews: Assessing employees by comparing them to one another instead of based on their individual achievements and performance results in unfair reviews and appraisals.
• Demotivated employees: When employees realize their supervisors are comparing them to one another instead of focusing on the quality of their work, they tend to start losing motivation.
• Compromised collaboration and cohesion: Employees who feel undervalued or marginalized are usually less inclined to collaborate effectively with their colleagues. This leads to a breakdown in team cohesion and overall performance.
• Biased promotion decisions: Management may decide which employees to promote based on how their personalities differ from their peers rather than their professional performance or how well they meet the company’s promotion policy requirements.
• Loss of trust in the organization: Employees and candidates aware of contrast bias in the company will likely lose trust in the fairness and integrity of its processes.

5 areas of workplace contrast bias

Contrast bias in recruitment 

Let’s say you are a hiring manager interviewing two candidates for the same role. The first candidate is charismatic and well-spoken but inexperienced in certain aspects of the job. The second candidate comes across as slightly nervous and reserved, but their detailed answers indicate they are highly knowledgeable and qualified for the job. Despite this, you find yourself leaning towards the first candidate.

Let’s look at another example of contrast bias in recruitment: Aaron, Brenda, Chong, and Danusha are all being considered for a senior sales position. On day one, you speak with Aaron and Brenda and, based on their qualifications, decide Brenda is the most suitable candidate for the role.

On day two, you interview Chong and Danusha. Danusha is more qualified than Chong but less qualified than Brenda. However, because you most recently interviewed Danusha, and she outshone Chong, you offered her the job instead of Brenda — who is actually the most qualified of the four candidates.

Contrast bias in performance reviews

Imagine it’s time for your organization’s quarterly company-wide performance reviews. One of the salespeople has done unusually well, exceeding their sales targets and boosting the company’s profits.

Instead of assessing the rest of the team members’ performances based on pre-determined company-wide standards and their individual KPIs, their manager compares them to their top-performing colleagues. This unfairly pushes down their performance ratings and paints them in an unfavorable light.

A manager may also practice contrast bias on a personal level — let’s say they have two people on their team, Ashley and Raoul. Like the manager, Ashley has a horse and loves going on long horse rides on weekends, so they go together regularly. On the other hand, Raoul doesn’t know much about horses and is therefore not invited.

When it’s time to evaluate her team members’ work performance, the manager rates Ashley higher than they do Raoul. The problem is that they’ve based this on their personal relationship with Ashley instead of on each team member’s quality of work and KPI fulfillment. In this case, affinity bias is also a factor in the manager’s decision.

Contrast bias in teams

During team meetings, you will likely notice two main groups of people: those who don’t hesitate to share their opinions or answer questions during meetings and those who prefer to take notes and offer their opinions or suggestions in writing after meetings.

If, for instance, the team’s manager falls into the first group of people, they may feel inclined to pay more attention to that group and neglect the second group.

Contrast bias in leadership

Suppose there are two employees at a large international consulting firm who are up for a promotion. Both of them meet all the company’s requirements to be eligible for the promotion and are highly suitable for the role. 

One of them, however, happened to have attended a more prestigious business school than the other did. The manager fixates on this detail and, after comparing the employees’ educational backgrounds, decides to promote the one who could afford the more prestigious school.

Contrast bias in learning and development

Imagine there are two candidates for additional learning and development (L&D) opportunities on the same team, Sheila and Samira. Sheila is usually attentive yet quiet during meetings, while Samira asks many questions and makes many comments. Both are equally competent, but as their manager unconsciously rates them based on their communication, she offers Samira the L&D opportunity.

Contrast bias can also manifest in the form of age-based discrimination. Picture Suzie, a floor manager at a large retail company who has successfully mentored people of all ages for many years. She recently mentored two assistant floor managers — 26-year-old Ali and 39-year-old Wendy.

Suzie had a positive experience mentoring both of them, but Ali was promoted shortly after finishing the mentorship program. This plays into her contrast bias, so the next time Suzie must choose an assistant floor manager to mentor, she opts for 25-year-old Mo instead of 42-year-old Patricia without first considering which of them is more qualified or competent.

HR tip

Make it easy for employees to flag and report situations where they encounter contrast bias. Clearly communicate their options for doing so (e.g., an anonymized email or a form they can access and submit via the company’s online HR system).

7 ways to avoid contrast bias in the workplace 

1. Start with the HR team

Hire an external expert to train your organization’s HR team on bias awareness. You can also opt for self-paced online learning. As an HR professional, you must understand contrast bias and know how to detect and minimize it.

Once everyone is on the same page and knows how to identify contrast bias at work, you can create a plan to minimize bias, all the way from the hiring process to performance reviews.

2. Conduct awareness training

Minimizing the contrast effect bias starts with awareness and training. This applies not just to HR but also to all the company’s managers. In addition to an extensive initial training program, organize regular refresher training sessions to stamp out any potential bias along the way.

3. Conduct structured interviews

Adhere to a structured interview to avoid interviewer bias during the selection process. This means you must ask candidates a standardized set of questions, which will help remove bias from your company’s shortlisting and hiring decisions by ensuring it assesses job applicants based on the same criteria.

It will also enable you to compare candidates based on qualifications and experience and make the best decision based on this data. 

4. Involve multiple evaluators

In your organization’s hiring and performance review processes, involve more than one person in the decision-making procedure. This will foster a system of checks and balances, thus reducing the likelihood and impact of any possible contrast bias.

5. Establish and adhere to a company standard

Develop objective criteria to evaluate employee performance and potential and ensure these criteria are communicated clearly and used consistently across the entire organization.

6. Foster an inclusive culture

Establish and maintain an inclusive environment at work to ensure your company values diversity, encourages employees to appreciate their colleagues’ unique contributions, and works to minimize bias throughout the organization.

7. Educate the workforce

Offer regular training or workshops on unconscious bias to continuously educate both employees and leadership on recognizing, addressing, and countering their biases.

HR tip

Make bias recognition, reduction, and removal a shared objective that everyone in the organization works toward. Share real-life success stories across the company to educate and encourage employees and management to continue rooting out bias in their day-to-day interactions.

Key takeaway

Contrast bias will occur to some extent in every organization, so don’t be alarmed if you detect it in your company. Detection is the first step in addressing, understanding, and ultimately, preventing or at least minimizing bias in the future.

The HR team should lead the company’s efforts to avoid contrast bias in the workplace as it is largely responsible for handling the entire employee lifecycle, from recruitment to resignation. HR professionals are the first organizational representatives candidates and new hires meet, and the last colleagues employees speak with when leaving a company. This makes their role in recognizing, reducing, and removing bias especially vital.

FAQ

The post Contrast Bias: Everything HR Professionals Must Know appeared first on AIHR.

Despite your professional reservations, you know you will hire him because he’s the CEO’s son.

Contents
What is nepotism in the workplace?
Is nepotism in the workplace illegal?
Impact of nepotism in the workplace
Examples of nepotism in the workplace
Spotting the signs of toxic nepotism
How HR can handle nepotism in the workplace

What is nepotism in the workplace?

Nepotism in the workplace is when people in power give jobs or promotions to their friends or family members instead of making decisions based on merit. It takes many forms, from overt job offers to more discreet forms of favoritism. While commonly seen in family-owned businesses where hiring relatives is not unusual, nepotism also happens in larger corporations and governmental organizations.

Interestingly, a new study found that Gen Z employees are most likely to benefit from career nepotism — even if they disapprove of it. More than two-thirds of Gen Z have secured job offers through nepotism. The survey of 2,000 workers found 42% said they’d won a role or job offer through nepotism.

The consequences are profound, often leading to lower morale, higher turnover among non-related staff, and a drop in innovation because the most qualified individuals aren’t selected for the role. When it’s part of the organizational culture, HR professionals face specific challenges in dealing with it.

Is nepotism in the workplace illegal? 

In the U.S., nepotism in the workplace is not generally illegal in the private sector unless it leads to discrimination or breaches of a specific contract. Nepotism becomes a legal issue if it conflicts with anti-discrimination laws or company-specific policies that forbid such practices. This is especially relevant in publicly traded companies under regulations like the Sarbanes-Oxley Act, which requires the disclosure of conflicts of interest to stakeholders.

However, there are more explicit restrictions against nepotism in the public sector. Federal laws, such as 5 U.S. Code § 3110, prohibit public officials from employing or promoting relatives in agencies they have authority over. This law specifies a wide range of familial relationships that fall under its purview, from immediate family members to more extended relatives like cousins and in-laws.

State laws vary significantly. Some have stringent anti-nepotism laws, particularly concerning public employment and the conduct of elected officials. For instance, Kansas and Kentucky have specific statutes that prevent public officials from hiring or advocating for the employment of family members. Ohio also has robust ethics laws that prohibit public officials or employees from participating in the hiring process of family members and restrict their involvement in any employment decisions affecting those relatives​.

These laws aim to maintain fairness and uphold merit-based hiring in the public sector. They align with both legal mandates and ethical principles to eliminate conflicts of interest and ensure every candidate has an equal chance during the hiring process.

The impact of nepotism in the workplace

The impact of nepotism can be significant in the workplace. When left unchecked, nepotism can:

• Reduce employee morale and motivation: When family members or friends are favored for promotions or hiring, it can demoralize other employees who feel their hard work and qualifications are overlooked. This perception can lead to decreased job satisfaction and commitment among staff, reducing overall workplace morale.
• Be perceived as unfair and increase workplace conflicts: Nepotism can create an environment of perceived injustice, where employees feel the playing field is not level. This can lead to resentment and disputes between employees and management and among the employees themselves, potentially disrupting teamwork and collaboration. 
• Decrease productivity and efficiency: When positions are filled based on relationships rather than skills or experience, it may result in less competent job performance. This can negatively impact the productivity and efficiency of the team or the entire organization, as less qualified individuals may struggle with job responsibilities they are not equipped to handle. 
• Result in talent drain: High potential employees who perceive a ceiling to their growth within an organization due to nepotistic practices may seek opportunities elsewhere. This talent drain can leave the organization with less skilled individuals, impacting innovation and the ability to compete in the market. 
• Damage the organizational reputation: Public knowledge of nepotistic practices can tarnish an organization’s reputation, making it harder to attract skilled professionals. It could also potentially impact relationships with clients, investors, and partners who may see such practices as indicative of poor management or ethical standards. 
• Increase legal risks: In certain jurisdictions, especially within public sector jobs or in companies with specific policies against nepotism, engaging in such practices can lead to legal challenges and sanctions, further harming the organization’s standing and operational capability.

HR tip

Implement a formal recusal process
Require employees, especially those in supervisory roles, to formally withdraw from decision-making activities – on hiring, promotions, and salary adjustments – where their personal relationships could influence the outcome. Develop clear guidelines on identifying and documenting potential conflicts of interest and provide training to all employees to reinforce the importance of this process.

Examples of nepotism in the workplace

There are several ways that nepotism can occur: 

Promotion over merit

When family members or friends of leadership are promoted over more qualified candidates. This can lead to leadership gaps, decreased employee morale, and reduced organizational effectiveness. 

For instance, the CEO’s niece receives a managerial position despite having significantly less experience than other applicants.

Exclusive job opportunities

Job openings are sometimes not publicly posted or shared only within a specific network. This gives an unfair advantage to those within the leader’s personal circle. 

An example would be a high-level position that is filled before it is advertised externally, where the chosen candidate is a close friend of the executive. This limits opportunities for existing employees and external candidates who may be more skilled and suitable for the role.

Unequal distribution of benefits

Family members or close friends in the organization may receive unjustifiable benefits such as higher salaries, better office spaces, or more flexible working conditions compared to their colleagues at similar levels. 

This inequality can breed resentment among employees and create a divided workplace culture.

Bias in performance evaluations

Relatives or friends might receive favorable performance evaluations that don’t reflect their actual contributions or achievements. 

For example, a department head might overlook mistakes made by a relative and instead highlight their strengths. This then leads to skewed performance reviews that can affect salary increases, bonuses, and career progression.

Protection from disciplinary action

Family members or friends may be shielded from disciplinary actions that others in similar positions would normally face. 

For instance, if a relative of a senior manager violates company policies, they might face lesser consequences or none at all, which undermines the integrity of workplace policies and can lead to legal and ethical issues.

Spotting the signs of toxic nepotism

Here’s a checklist you can use to spot the signs of toxic nepotism:

1. Unusual hiring practices: Watch for hiring processes that skip standard procedures or transparency. If candidates are hired without proper interviews or without the job being openly advertised, it could indicate nepotism.
2. Unfair performance evaluations: Look out for inconsistencies in how performance reviews are conducted and documented. If certain employees always receive positive reviews despite their average or below-average performance, or if they are frequently excused from meeting key performance indicators, it might suggest nepotism.
3. Resistance to standard oversight: Notice if certain managers or employees frequently bypass normal channels for approval or oversight, especially in staffing decisions or project assignments. This could be a sign that decisions are being made based on personal relationships rather than professional merit.
4. Disproportionate rewards and recognition: Track how rewards, raises, and promotions are distributed. A red flag should be raised when promotions and bonuses are regularly given to less qualified individuals who have personal ties to management.
5. Complaints from employees: Pay attention to employee’s feedback, whether through formal surveys or informal conversations. Frequent mentions of unfair treatment or dissatisfaction with management’s impartiality can be indicative of deeper issues related to nepotism.
6. High turnover in specific departments: High turnover rates in certain teams or under specific leaders can indicate a toxic environment, possibly fueled by nepotistic practices. Investigate the reasons behind why employees leave, focusing on any patterns that suggest dissatisfaction related to unfair treatment.

HR tip

Develop an onboarding program for family members
Create a targeted onboarding program for family members of existing employees. Focus on educating new hires about the company’s principles of meritocracy and the ethical guidelines surrounding professional conduct. Include a module specifically designed to address potential conflicts of interest and the expectations for professional behavior. Assigning a mentor who is not directly connected to the family member can provide unbiased support and guidance, helping integrate the new employee into the company culture equitably.

How HR can handle nepotism in the workplace 

Here are several strategic actions HR can undertake to manage and mitigate the impact of nepotism effectively:

• Step 1: Creating clear anti-nepotism policies: Develop and implement comprehensive policies that clearly define what constitutes nepotism and the consequences of engaging in it. Include guidelines for hiring, promotions, and any other areas where nepotistic practices might arise. Ensure these policies are included in the employee handbook and that all employees are aware of them.
• Step 2: Fostering open communication: Encourage a culture where employees feel safe to report any suspicions of nepotism without fear of retaliation. This could involve setting up anonymous feedback systems or having a designated ombudsperson handle such complaints.
• Step 3: Transparency in HR processes: Maintain transparency in all HR processes, particularly hiring, promotions, and performance evaluations. Publicize job postings internally and externally to ensure fairness, and openly communicate the criteria and processes used for making these decisions.
• Step 4: Training for managers and executives: Provide training sessions for all managerial and executive positions on the effects of nepotism and the importance of maintaining fairness and meritocracy in all decision-making processes. Cover how to handle personal relationships professionally within the organization.
• Step 5: Regular audits of HR practices: Conduct regular audits of HR practices to ensure compliance with established policies and to detect any irregularities that might suggest nepotism. This can help identify issues before they become systemic problems.
• Step 6: Conflict of interest declarations: Require employees and management to declare any potential conflicts of interest, including those involving family members or close friends. This helps HR monitor situations where nepotism could occur and take preventative measures.

To sum up

• Negative impacts of nepotism: Nepotism can lead to a range of adverse outcomes, including reduced employee morale, decreased productivity, and a perception of unfairness within the organization. These factors can diminish workplace harmony and efficiency.
• HR’s role in addressing nepotism: HR plays a crucial role in mitigating the effects of nepotism through clear policies, transparent HR processes, and training. This helps to cultivate a fair work environment and maintain organizational integrity.
• Establishing formal recusal processes: Implementing a formal recusal process helps manage conflicts of interest effectively. By requiring employees to step aside from decision-making when personal relationships might influence outcomes, your organization can uphold fairness and impartiality in critical processes such as hiring and promotions.
• Effective onboarding for relatives: Specialized onboarding programs for family members of existing employees can prevent potential biases and reinforce the company’s commitment to meritocracy. This includes comprehensive training on the company’s ethics and professional conduct expectations and unbiased mentorship to support their integration into the company culture.

The post Nepotism in the Workplace: Identify 6 Toxic Signs appeared first on AIHR.

Social dynamics at work are complex. Employees who form strong bonds often work better together. However, when relationships embolden favoritism, some employees will suffer. HR professionals who understand favoritism can strive to prevent it and fend off the resentment and tension it generates.

This article will take you through what favoritism in the workplace is, how it plays out, the negative effects it can have, and ways to keep it from permeating your organizational culture.

Contents
What is favoritism in the workplace?
Is favoritism in the workplace illegal?
Examples of favoritism in the workplace
Negative effects of favoritism in the workplace
4 solutions to discourage favoritism in the workplace

What is favoritism in the workplace? 

Favoritism in the workplace happens when an employee receives preferential treatment over others based on a personal association and not their performance. In other words, an employee is granted privileges or spared consequences because of their connection with someone.

The bias behind favoritism can stem from an existing family relationship (nepotism) or an acquaintance/friendship (cronyism). We all gravitate toward people who are similar to us, are loyal to us, or have characteristics we admire. If these preferences are left unchecked, they can lead to favoring some individuals and alienating others.

Although forming bonds with others may increase employee satisfaction and engagement, it can also lead to overt or perceived favoritism and cliques in the workplace. Perceived favoritism’s impact can be as significant as blatant favoritism. Employees who believe they are victims of favoritism will feel just as undervalued as if they could confirm that they’d been treated unfairly. 

Whether it’s unconscious or intentional, favoritism skews the work environment and puts some people at a disadvantage.

Is favoritism in the workplace illegal?

While misguided, favoritism in the workplace is typically not illegal. For example, if a manager favors a certain employee for special assignments because they participate in a shared hobby together — this is unethical but not illegal.

Favoritism in the workplace, while unethical, is typically not illegal. For example, if a manager gives special assignments to an employee because they share a hobby, this is favoritism but not against the law.

The US does not have favoritism in the workplace laws that address the issue specifically. However, employment regulations do exist that protect employees when favoritism progresses into prohibited behavior.

Favoritism becomes illegal when it leads to the following circumstances:

• Discriminating against employees for their protected characteristics, such as gender, race, age, disability, or religion
• Castigating employees for not tolerating verbal, physical, emotional, or sexual harassment
• Retaliating against employees for acts such as filing complaints or organizing a union drive
• Violating company policies or employment contract terms.

Is favoritism a form of discrimination?

Favoritism is an unfair practice. It elevates one person over others for unmerited reasons. Also, favoritism can be a form of discrimination in the legal sense.

Discrimination takes place when employment decisions and actions result in employees with legally protected characteristics being treated differently than others. When favoritism results in denying people with these traits equal opportunities, it leads to workplace discrimination.

Let’s say a manager overlooks a qualified female employee for advancement and instead promotes his less experienced male friend. This is an example of a potential favoritism in the workplace lawsuit based on gender discrimination.

4 examples of favoritism in the workplace

Favoritism at work can be overt or subtle, taking on a variety of forms. Even so, there are some common ways favoritism plays out, such as the following:

Example 1. Unjustified or unbalanced promotions, raises, and opportunities

Managers or decision-makers who fall into the favoritism trap will prioritize certain employees for rewards and opportunities over other deserving employees.

Example 2. Unfair distribution of tasks

Favoritism may lead to work distribution that can’t be rationalized by employees’ abilities or the position they hold.

Example 3. Double standards for performance and behavior

When employees are held to inconsistent standards regarding their performance or behavior, it’s a sure sign of favoritism.

Example 4. Social circles and exclusivity

Exclusive groups formed from workplace social connections often suggest the presence of favoritism.

When duos or small groups form and become too internally focused, they can fuel workplace favoritism such as:

• Biased decision-making according to the preferences of the inner circle
• Selective communication, which gives privileged access to some and leaves others out of the loop on critical information
• Subjective perspective in accepting new ideas or mediating workplace conflict based on personal alliances.

Negative effects of favoritism in the workplace

Once favoritism takes hold and people feel left behind, other problems are spurred throughout an organization.

Let’s look at four consequences of favoritism at work:

Toxic work environment

A work environment becomes toxic when negative behaviors are allowed to seep in and become the norm, resulting in heightened emotional strain for employees.

Favoritism can contribute to a toxic work environment because it fosters a contentious atmosphere characterized by resentment and unhealthy competition among employees. The goal becomes making the right connections instead of producing quality work that contributes to the company’s success.

Additionally, some employees will feel obliged to take on an excessive workload just to get noticed. When overlooked, employees don’t know where they stand in an unpredictable or impenetrable hierarchy; stress and burnout are likely outcomes.

Favoritism also completely undermines an organization’s commitment to diversity and inclusion. You can’t create a cohesive, accepting workplace when it’s obvious that certain employees receive advantages that others aren’t afforded. Claiming to be inclusive while allowing favoritism to flourish turns DEIB efforts into merely an illusion.

Increased employee turnover

Favoritism disconnects talented employees from their organization when they believe they are undervalued and don’t have fair opportunities. An academic study published by MDPI in 2022 validated that favoritism is a work stressor that negatively impacts the employees’ perception of the organization. 

This can motivate a search for new employment elsewhere where they believe their efforts will be more appropriately recognized and rewarded.

Erosion of trust and respect for leadership

Trust is crucial in building any mutually beneficial relationship. The injustice of favoritism can impede the trustworthiness of company leadership and make employees lose respect for them. When leaders visibly favor certain employees, the remaining employees will doubt their impartiality and judgment.

Once employees begin to question whether their leaders will make fair decisions and manage effectively, lower morale, negative dialogue, and a collapse in teamwork can permeate the workplace.

Decreased productivity

If employees are granted promotions or projects based on their favored status and not their skills, they may only be capable of mediocre output.

Additionally, preferential treatment for some creates divisions within teams and affects motivation. Assuming that your efforts will not necessarily be recognized or rewarded depletes any enthusiasm for attempting hard work.

Employees who feel excluded may withdraw, stop contributing their ideas, and hesitate to collaborate with team members. One study that performed a series of experiments with games showed that favoritism in choosing players reduced cooperation among participants.

Any breakdown in team harmony and communication hinders the flow of information and stifles innovation needed for productivity and achieving business goals.

4 solutions to discourage favoritism in the workplace

Workplace relationships will inevitably occur in every organization, but they can’t be allowed to breed favoritism. A proactive approach to favoritism will foster awareness and transparency.

Here are four actions that will help you combat favoritism in the workplace:

1. Establish clear policies

Every organization needs guardrails to protect against systemic favoritism. It’s crucial to establish policies that explicitly address workplace nepotism and favoritism. Furthermore, they must be consistently enforced.

The policies should outline the following:

• What constitutes nepotism and favoritism in the workplace
• Guidelines for hiring friends and family members of current employees
• Disciplinary actions for practicing favoritism
• Process for reporting favoritism.

Ensure these guidelines are communicated and accessible to all employees.

2. Provide leadership training

All levels of leadership should be educated on favoritism. They should fully understand what it is, recognize their tendencies toward it, and be equipped to avoid it and set a good example.

Offer training that covers topics such as:

• Negative impact of favoritism on team dynamics
• Awareness of personal preferences that generate self-serving biases
• Unbiased decision-making
• Fostering a cohesive team
• Effective communication of the reasoning behind decisions
• Setting firm boundaries for workplace relationships.

HR tip

Encourage regular training for managers on impartiality and inclusivity. These sessions should highlight the importance of equitable treatment and provide practical tools for recognizing and avoiding biased decision-making.

3. Promote a merit-based system

Establish a structure that ensures all employment decisions are based on qualifications, contribution, and performance. By including objective criteria and standardized processes, you can minimize subjective judgments. This system should apply to hiring, compensation, promotions, recognition, and assignments.

Ensure managers set clear expectations and offer employees frequent feedback. Performance reviews should be based on consistent standards and conducted regularly for all employees. Require managers to quantify their decisions on raises and bonuses with impartial data.  

4. Investigate favoritism complaints thoroughly

An open channel for reporting favoritism must be in place and acted on. Take every complaint of nepotism and favoritism seriously and investigate them promptly, thoroughly, and objectively. Gather and examine all the facts to determine if favoritism policies were violated.

Employees need to know that the reporting process offers a safe mechanism for addressing their claims. Ensure the procedures remain completely confidential and that all parties are treated with respect and discretion.

Key takeaway

People who work together need to build connections with each other. Then again, these relationships must remain professional and not become exclusive alliances that keep others from the prospects and treatment they deserve.

It’s essential to face and address favoritism with awareness, clear policies, a fair employment decision system, and a safe reporting process. This will help prevent both perceived and actual favoritism and inspire a culture of fairness and equal opportunity.

The post Favoritism in the Workplace: How To Spot and Prevent It appeared first on AIHR.

Forward-thinking organizations increasingly focus on DEIB initiatives to drive innovation, promote collaboration, and improve employee wellbeing by recognizing the value of diverse viewpoints, equitable opportunities, and inclusive cultures. From recruitment and retention approaches to leadership development and policy implementation, DEIB enhances organizations’ functions.

In this article, we explore the significance of DEIB training as a strategic investment that unlocks the full potential of both individuals and organizations.

Contents
What is DEI(B) training?
Why is DEI training important?
What are the different types of DEIB training?
How HR can implement DEIB training
DEI training programs

What is DEI(B) training?

DEIB training is an educational process designed to foster awareness, understanding, and appreciation of diverse workplace perspectives, experiences, and identities. It encompasses a range of activities, including workshops, seminars, discussions, and experiential learning exercises that promote cultural competency, mitigate biases, and create a workplace culture for growth and advancement.

Why is DEI training important?

For the organization:

• Attracts top talent: Organizations that prioritize DEIB training signal their commitment to creating inclusive environments, making them more attractive to diverse talent pools seeking supportive workplaces. This commitment goes beyond lip service; it shows that the organization actively seeks ways to create welcoming and supportive workspaces for individuals of diverse backgrounds.
• Results in innovation: Diverse and inclusive workforces offer a variety of perspectives, fostering creativity and innovation, which are essential for problem-solving and staying competitive in the market.  Imagine a workplace where every voice is heard, every perspective is valued, and every idea is considered. That is the kind of environment that DEIB training aims to cultivate. Organizations that endorse DEIB create a melting pot of perspectives, experiences, and ideas by promoting diversity, equity, inclusion, and belonging.
• Improves company reputation: A commitment to DEIB can be a powerful differentiator in the marketplace. Consumers, investors, and partners are looking beyond products and profits. They want to support financially successful, socially responsible, and ethical companies in their practices and to develop trust and loyalty toward the brand. DEIB training initiatives enhance the organization’s reputation.

For employees:

• Builds stronger teams: DEIB training fosters an environment where all team members feel valued and understood, promoting collaboration, synergy, and cohesion among diverse teams. For top talent, especially those from underrepresented groups, the presence of DEIB training programs sends a powerful message. It demonstrates that the organization is aware of the importance of diversity and inclusion and is willing to invest time, resources, and effort into cultivating an environment where everyone can thrive.
• Reduces unconscious bias: DEIB training helps to create mutual respect and appreciation within teams. In such an environment, team members are more likely to collaborate effectively, leverage each other’s strengths, and harness the power of diversity to achieve shared goals. DEIB training helps break down barriers and challenge stereotypes. They promote collaboration, synergy, and cohesion among diverse teams, improving productivity, innovation, and overall performance.
• Promotes a sense of belonging: Creating an inclusive culture of DEIB initiatives that value and celebrate differences is essential to fostering belonging. This will lead to higher retention rates and greater stability within the workforce. By embracing diversity, organizations signal to their employees that they are respected, valued, and integral team members, creating safe spaces for them.

What are the different types of DEIB training?

1. DEIB training for HR

HR DEIB training is designed to empower Human Resources professionals with the expertise to effectively implement Diversity, Equity, Inclusion, and Belonging (DEIB) initiatives within their organizations. This training addresses HR professionals’ challenges and responsibilities in promoting DEI throughout the employee lifecycle.

One key aspect of DEIB training is providing HR professionals with the knowledge and skills to develop and implement inclusive recruitment processes. This includes understanding best practices for attracting a diverse pool of candidates, mitigating bias in the hiring process, and creating inclusive job descriptions and selection criteria. By mastering these strategies, HR professionals can ensure that their organizations can recruit and retain top talent from various backgrounds and experiences.

Additionally, HR DEIB training focuses on policy development, providing HR professionals with the tools and techniques to create and implement policies promoting workplace diversity, equity, and inclusion. This includes developing anti-discrimination and anti-harassment policies, making accommodations for employees with disabilities, and implementing initiatives to support underrepresented groups within the organization.

By integrating DEIB principles into organizational policies, HR professionals can help create a culture of inclusivity and respect permeating every workplace aspect.

HR tip

AIHR’s Diversity, Equity, Inclusion & Belonging Certificate Program helps you to assess the current culture of your organization and run a culture workshop, as well as plan and implement a new D&I strategy.

2. Inclusive leadership training

Inclusive leadership training equips leaders and managers with the skills and mindset to foster inclusive and fair work environments. This training targets those in positions of authority, emphasizing leaders’ critical role in shaping organizational culture and promoting diversity, equity, and inclusion (DEI) initiatives. 

A key focus of inclusive leadership training is developing inclusive leadership behaviors, such as active listening. Leaders learn to genuinely engage with and understand their team members’ perspectives by actively listening to diverse viewpoints. By actively listening to diverse perspectives, leaders can initiate an environment where everyone is appreciated and respected, leading to better decision-making and problem-solving.

Inclusive leadership training also emphasizes the significance of promoting diversity in decision-making processes. Leaders learn to recognize and mitigate unconscious biases influencing their judgments and decisions.

3. Employee training

Over and above general DEIB training, there are various types of more specific DEIB training available for employees based on an organization’s needs. Some of these types include:

• Awareness training: Offers foundational learning to help employees recognize their own biases and understand the experiences of people from different backgrounds. It focuses on increasing knowledge about diversity and the benefits it brings to the workplace.
• Unconscious bias training: Aims to help employees identify and overcome unconscious biases that can influence decision-making and interactions with others. This training is critical for creating a fair and equitable work environment.
• Allyship training: Encourages employees to become allies who support and advocate for colleagues from underrepresented groups. It includes guidance on how to listen, learn, and act in ways that contribute to a more inclusive workplace.

How HR can implement DEIB training

Implementing DEIB training within an organization is crucial to fostering a culture of diversity, equity, inclusion, and belonging. HR professionals play a leading role in this process, and they can follow a strategic approach outlined below:

1. Assess organizational readiness

• Identify key stakeholders: To gain buy-in and support for DEIB initiatives, engage with leaders, executives, and employees across different departments. Key stakeholders can provide valuable insights and resources to support the implementation process.
• Conduct diversity audits: Assess the current state of DEI within the organization by collecting data on demographics, representation, and employee experiences. This may involve surveys, focus groups, and interviews to gather qualitative and quantitative information.
• Analyze metrics: Review DEIB key performance indicators (KPIs), such as hiring and promotion rates, employee turnover, and satisfaction surveys. Analyzing DEIB metrics can help identify areas of improvement and prioritize initiatives accordingly.

2. Select the right training

• Choose a suitable service provider: Research and select a reputable DEIB training provider that offers programs tailored to the organization’s needs and objectives. Look for providers with expertise in unconscious bias training, inclusive leadership development, and cultural competency.
• Customize the training: Work closely with the chosen provider to customize the training content and delivery format to align with the organization’s culture, values, and goals. Tailoring the training ensures relevance and effectiveness in addressing specific organizational challenges and opportunities.

3. Implement the training

• Kick-off awareness campaigns: Launch company-wide awareness campaigns to introduce DEIB training initiatives and generate enthusiasm and support. This may include communication strategies such as email announcements, intranet articles, and town hall meetings to raise awareness and encourage participation.
• Conduct training sessions: Schedule and facilitate DEIB training sessions for all levels of the organization. Ensure you offer various formats, such as workshops, webinars, and interactive discussions, to accommodate different learning styles and preferences.
• Evaluate the impact: Measure the effectiveness of the training by collecting feedback from participants, conducting post-training surveys, and tracking key performance indicators. Evaluate the training’s impact on employee attitudes, behaviors, and organizational culture and make adjustments to optimize outcomes.

This strategic approach helps create a supportive and comprehensive workplace where all employees can thrive and contribute to organizational success.

DEI training programs

Key takeaway

DEIB training transcends mere checkboxes; it represents a strategic investment in organizational success and employee wellbeing.

By nurturing inclusive cultures that celebrate diversity and prioritize equity, organizations unlock the full potential of their workforce, fostering innovation, creativity, and sustainable growth in today’s dynamic global marketplace, paving the way for a future where every individual feels valued, respected, and empowered to thrive.

The post What Is DEI Training? Your 101 Guide for 2025 appeared first on AIHR.

To help you choose the right certification program for you, we’ll explore the best DEI certificate programs in this article — including a brief overview, who they are for, how long they take to complete, and their cost.

Contents
What is a DEI certification?
Why you should get DEI certified
Best DEI certifications
1. AIHR – Diversity, Equity, Inclusion & Belonging Certificate Program
2. eCornell – Diversity and Inclusion Certificate Program
3. ESSEC Business School – Diversity and Inclusion in the Workplace
4. Catalyst – Inclusive Leadership Professional Certificate
5. American Management Association – Diversity, Equity and Inclusion Certificate Program
6. Purdue University – Understanding Diversity and Inclusion
7. NDC Certification Program
8. HRCI – Certificate in Diversity and Inclusion in HR Management
9. SHRM – Inclusive Workplace Culture Specialty Credential
10. The Sarah Jane Academy – Diversity, Equity & Inclusion for Practitioners
11. The Diversity Movement – A range of certificate programs
12. Institute for Diversity Certification –  Certified Diversity Professional (CDP) and Certified Diversity Executive (CDE) programs
FAQ

What is a DEI certification?

A DEI certification is a form of credential given to anyone who successfully completes a course or a certificate program in fostering and improving Diversity, Equity, Inclusion, and Belonging in the workplace.

These certifications educate HR and other people professionals about the principles of DEIB, equipping them with the knowledge to integrate these values into organizational culture. These HR professionals can then create strategies to help make all employees feel valued, included, and safe.

Why you should get DEI certified

While it’s not absolutely necessary for you to be formally educated in D&I to be able to perform well in this type of role, getting a DEI certification can give you a huge advantage. Here are some reasons why you should consider getting DEI certified:

• Building knowledge and skills: DEI certification programs provide comprehensive education and training on diversity, equity, and inclusion, which allows you to bring these competencies back to your organization to promote inclusive practices in the workplace.
• Improved hireability and earning potential: Getting a specialized certification can often lead to receiving a promotion or a new job, as well as getting a salary increase of up to 20%.
• Creating organizational impact: Organizations need qualified D&I professionals to gain a competitive edge in their industry and attract top talent, particularly younger workers who value diversity, equity, and inclusion in the workplace.
• Networking: You’ll benefit from connecting and interacting with a network of other D&I thought leaders and professionals.
• Personal growth: Pursuing DEI certification allows you to engage in self-reflection, broaden your perspectives, and develop a deeper understanding of social justice issues, leading to personal growth and increased cultural competence.
• Staying updated on best practices: DEI certification programs often include up-to-date information on emerging trends, research findings, and best practices in the field of DEI, enabling certified professionals to stay informed and implement innovative strategies in their workplaces.

That being said, with so many DEI certification programs out there, it can be overwhelming to pick the right one for you. To make the search easier, we’ve compiled a list of the best DEI certificate programs.

Best DEI certifications

Here are some of the most popular and high-quality DEI certificate programs that can help you boost your DEI knowledge and awareness and put you in a strong position to weave diversity and inclusion policies and practices into any company you work for, today and in the future.

They are all online programs, which means you can enroll in them no matter where you’re located. Many of them are self-paced and can be completed around your existing commitments.

Let’s get started!

Please note that this list is compiled based on publicly available information. We have not tried the courses ourselves, with the exception of AIHR’s certificate program.

1. AIHR – Diversity, Equity, Inclusion & Belonging Certificate Program

Program overview

In this globally accredited online certificate program, students will build a thorough understanding of the key aspects of diversity and inclusion, recognize and overcome biases by mastering inclusive conversational skills and strategies, solve cultural conflicts and dilemmas arising from intercultural differences, and learn to implement and manage cultural changes in an organization successfully. 

Here is the module structure of the program: 

• Diversity, Equity, Inclusion & Belonging (beginner and intermediate modules)
• Inclusive Communication Skills
• Organizational Culture
• Intercultural Differences
• Capstone Project.

Each of the modules is video-based, with plenty of assignments, quizzes, and downloadable materials to create an engaging learning experience.

Students will also receive access to a comprehensive HR resource library, a worldwide community, live events, and a learning coach (included with full access membership).

After finishing the certificate program, you will receive your certificate that serves as a credential of your expertise:

Details

• Who it’s for: Professionals, managers, and leaders in D&I or Human Resources who want to make sure that their knowledge and skill set are both comprehensive and current.
• Duration: Students will need to put in around three hours per week for 11 weeks to complete this program. Everything is completely online and self-paced, so you can progress as quickly as you like.
• Cost: The cost of the certificate program is $1,125 for 12-month access. Alternatively, students can also enroll in the Academy for $1,850 to gain 12-month access to all certification programs.

2. eCornell – Diversity and Inclusion Certificate Program

Program overview

As part of Cornell University’s online course offers, this certificate program provides students with an understanding of the institutional and psychological processes that impact the way people interact with each other in the context of diversity and inclusion. Students will gain valuable skills and knowledge in: 

• Improving Employee Engagement 
• Countering Unconscious Bias 
• Diversity, Equity, and Inclusion at Work
• Fostering an Inclusive Climate
• Diversity, Equity, and Inclusion (Symposium)

Upon completion of the course, students will be able to:

• Evaluate and boost employee engagement levels
• Cultivate a positive organizational culture
• Recognize and address unconscious bias in the workplace
• Identify and mitigate stereotypes and prejudices that may impact team dynamics
• Improve the psychological safety of employees.

Details

• Who it’s for: Team managers or supervisors, or executives responsible for strategic culture efforts and decision-making, or anyone interested in creating an inclusive workplace.
• Duration: To complete this program, students will need to spend three to five hours per week for two months.
• Cost: The price is typically $3,699. Sometimes, there are discounts, and a monthly payment option is also available.

3. ESSEC Business School – Diversity and Inclusion in the Workplace 

Program overview

Power dynamics in the workplace greatly impact how diverse and inclusive that environment is. This is the main focus of this D&I program created by the ESSEC Business School, which also provides students with best practices for supporting fellow employees. Students will gain an understanding of the paradox and dynamics of discrimination in the workplace, as well as how to overcome this and achieve better results. 

This course is comprised of four modules: 

• Diversity and Inclusion Foundation
• Categorization and Diversity Perceptions 
• Disrupting with Diversity 
• Diversity and Inclusion around the World.

Details

• Who it’s for: Young professionals who are just starting their HR careers or those who want to boost their D&I awareness.
• Duration: This course takes approximately 10 hours to complete, and it’s recommended to spend 3 hours per week for 3 weeks.
• Cost: As this program is on Coursera, the cost will vary based on the subscription plans. There is a free trial available.

4. Catalyst – Inclusive Leadership Professional Certificate 

Program overview

Students enrolled in this program will be able to develop inclusive leadership skills to make them successful in the current global economy. 

This online training program contains three courses: 

• Become a Successful Leader
• Get Beyond Work-Life Balance 
• Leading With Effective Communication.

In this program, students will:

• Develop inclusive leadership skills and learn to apply the key inclusive leadership behaviors of Empowerment, Accountability, Courage, and Humility (EACH) effectively across various contexts
• Get access to case studies, assessments, and discussions with learners worldwide
• Master inclusive communication strategies and techniques in the context of leadership.

Details

• Who it’s for: Beginners who want to hone their skills and become inclusive leaders or managers or those who want to take on managerial roles.
• Duration: Students will need to put in one to two hours per week for three months. You set your own pace.
• Cost: This program costs $207. Watch out for discounts.

5. American Management Association – Diversity, Equity and Inclusion Certificate Program

Program overview

This diversity & inclusion certification program centers on equipping students with the skills needed to become diversity champions in their organizations and to lead inclusive teams. Upon finishing this program, students will be able to recognize the unique and multidimensional aspects of individual identity, understand unconscious biases and stereotypes on a deeper level, and foster a thriving culture. 

Here are the main modules in the course:

• Introduction to Diversity and Inclusion
• Bridging Communication Differences
• Emotional Intelligence and Diversity and Inclusion
• Leading a Successful Multicultural Team
• Conducting Difficult Conversations Successfully
• Your Vision and Plan for an Inclusive Workplace
• Capstone: Practice and Application
• Putting Your Plan into Action.

Here’s an overview of the key takeaways from the program:

• Understanding the different types of biases and developing strategies to mitigate their impact
• Developing emotionally intelligent communication strategies and learning about mindfulness techniques to navigate leadership challenges
• Improving meeting facilitation skills to foster inclusivity and participation
• Promoting respect, civility, and trust in the workplace.

Details

• Who it’s for: Leaders at all levels, HR professionals, or others who are responsible for or wish to take responsibility for diversity and inclusion in their organizations.
• Duration: This is a live learning program that can be attended online (four days) or in person (three days).
• Cost: For non-AMA members, the investment is $3,295, while for members, it’s $2,995.

6. Purdue University – Understanding Diversity and Inclusion

Program overview

The Understanding Diversity and Inclusion course by Purdue University is designed to help individuals explore and embrace diversity, fostering more inclusive environments. Here’s an overview:

Topics to be covered in this program are: 

• Phases of diversity dexterity 
• Attitudes, skills, and knowledge supporting diversity 
• Unconscious biases
• Ethnocentric and ethno-relative mindsets 
• Elements of diversity and inclusion.

Details

• Who it’s for: This course is for anyone looking to improve their attitude, skills, and knowledge for effective work with different people (including HR employees, corporate trainers, and marketing professionals).
• Duration: Students will need to put in three hours per week for three weeks. 
• Cost: This program is free of charge for its duration, but students can purchase a course upgrade for lifetime access to the course, as well as access to course tests (if there are any). When eligible, students will receive a printed and digital Certificate of Achievement or Statement of Participation.

7. NDC Certification Program

Program overview

Students enrolled in the National Diversity Council Certification Program will gain first-hand knowledge of creating and implementing highly successful D&I strategies to boost performance. Upon completion, participants should be able to:

• Identify diversity and inclusion as drivers of organizational success and employee engagement in the contemporary business environment 
•  Perform at a high level as D&I professionals.

This program covers five diversity domains:

• The business case for D&I 
• Measurement and accountability
• Cultural competence
• Inclusive leadership
• Best practices in Diversity and Inclusion.

Details

• Who it’s for: Professionals working in the D&I field and any other professionals interested in the field.
• Duration: This is a five-day virtual training program. 
• Cost: To enroll, students must pay $5,550 for a five-day virtual classroom, access to the NDC toolkit and graduate network, and the CDP (Certified Diversity Professional) examination fee.

8. HRCI – Certificate in Diversity and Inclusion in HR Management (Assessment, Inclusion, and Retention)

Program overview

This certificate in D&I in HR Management provides a foundation for creating a workplace where all employees are respected and appreciated as valuable members of the organization, can participate in work-related opportunities, can follow career paths that use their skills and knowledge to the fullest, and receive fair compensation.

The HRCI program contains the following courses:

• Fostering an Inclusive Culture
• Assessing Diversity and Inclusion
• Hiring and Retaining Diverse Talent.

This certificate has been developed in accordance with the International Organization for Standardization’s guidance on diversity and inclusion for organizations (ISO 30415:2021). What’s more, students who finish the learning path will earn 12 HRCI recertification credits.

Details

• Who it’s for: D&I and/or HR professionals who want to get practical guidance on building an inclusive culture within their organization.
• Duration: The program takes about 12 hours to complete.
• Cost: $239, which includes 180 days access to the course.

9. SHRM – Inclusive Workplace Culture Specialty Credential

Program overview

The Inclusive Workplace Culture Specialty Credential gives HR professionals the strategies and tools needed to shift organizational culture successfully. In this program, participants will learn how to maximize potential by fostering a positive work environment rooted in inclusivity and belonging, ultimately unlocking the organizational gains of a diverse and dedicated workforce.

The program includes:

• Enrollment in the Inclusive Workplace Culture: Leading and Sustaining a Culture Transformation educational program
• Three comprehensive SHRM e-learning courses focused on skills required for an Inclusive Workplace Culture
• An online Inclusive Workplace Culture knowledge assessment.

Details

• Who it’s for: Individuals interested in earning a specialty credential that demonstrates the continuing effort to reinforce positive change and forward thinking within the workplace.
• Duration: The duration of this program depends on whether you choose an instructor-led or self-paced version. 
• Cost: For the live online or in-person seminar version of this program, members pay $1,830, while non-member can enroll for $2,105. The self-paced option costs members $1,755, and non-members: $2,030.

10. The Sarah Jane Academy – Diversity, Equity & Inclusion for Practitioners

Program overview

In the Diversity, Equity & Inclusion for Practitioners program, you will explore the evolution of the DEI industry, understand the role of a DEI practitioner, become aware of common threats to DEI (as well as tools to help), and learn how to protect against unconscious bias and microaggressions. 

The curriculum of this program is split into four parts, each one lasting a week. 

• Week 1: DEI Evolution & Top Challenges
• Week 2: Your Role as a DEI Practitioner
• Week 3: Getting to Work
• Week 4: DEI in Practice.

Details

• Who it’s for: Diversity Equity & Inclusion advocates and professionals who want to learn actionable tactics for DEI and gain a DEI certificate.
• Duration: This program runs every month and lasts for four weeks. There are optional live sessions each week (with recordings sent out). 
• Cost: The cost to enroll in this online DEI certification program is $350.

11. The Diversity Movement – A range of certificate programs

Program overview

The Diversity Movement offers a range of different programs within DEI to suit different needs and career aspirations. All programs are taught by their Certified Diversity Executives and extensively peer-reviewed. 

Intensive, CDE, and CDP programs are led virtually on Zoom and follow a cohort model, while the ERG and Inclusive Leadership programs are private sessions that can be held either virtually or in person upon request. 

Details

• Who it’s for: DEI practitioners, employee resource groups, and leadership teams.
• Duration: The ERG certificate program is a four-hour training, Inclusive Leadership programs are six hours, and the Intensive, CDE, and CDP programs are 24-28 hours over four days. 
• Cost: Prices start from $2,500, depending on the program you choose.

12. Institute for Diversity Certification –  Certified Diversity Professional (CDP) and Certified Diversity Executive (CDE) programs

Program overview

The IDC programs are designed to help professionals develop advanced skills in diversity, equity, and inclusion (DEI). Participants will explore global DEI research, case studies, and trends and learn from experts with multinational experience. The programs focus on equipping participants with both quantitative and qualitative strategies for impactful DEI outcomes.

Details

• Who it’s for: HR and diversity and inclusion professionals who want formal credentials to demonstrate they have the knowledge and skills to create and implement diversity and inclusion in the workplace.
• Duration: Diversity and inclusion courses consist of an 8-week online course or a 4-day virtual class on Zoom. Both cover the same content.
• Cost: The CDP costs $3,305 (online and virtual), and the CDE costs $4,139 (online & virtual) per person.

Over to you

The best DEI certification depends on who you are, what you want to learn, and where you wish to grow in your career. Reflect on your personal career goals and any areas you wish to specialize in and make an impact.

FAQ

The post 12 Best DEI Certifications of 2025 appeared first on AIHR.

Let’s take a closer look at what employee resource groups do and how to create an effective employee resource group policy for your organization.

Contents
What does an employee resource group do?
What is an employee resource group policy?
What to include in an employee resource group policy
How to write an employee resource group policy: Best practices
FAQ

What does an employee resource group do?

Employee resource groups create community-led solutions to workplace and workforce issues that are likely more unique to that community. They are a way for companies to bring their Diversity, Equity, Inclusion and Belonging (DEIB) policies to life and show support to those groups.

ERGs give employees space to share their experiences and support each other. They can discuss how they are being affected by specific situations, policies, or company decisions.

Moreover, ERGs may help:

• Create psychological safety and wellbeing among a potentially vulnerable group
• Develop talent internally, especially as an informal way to recognize potential leaders
• Increase a sense of belonging, which, in turn, can improve retention
• Gather feedback and ideas for further improvement of DEIB initiatives
• Give ownership to employees over their development
• Tackle company-wide challenges and address problems openly and swiftly
• Create an opportunity for leadership to hear employee needs.

You may hear ERGs referred to as affinity groups, which are typically less formal employee-led groups without direct ties to the organization’s DEIB objectives.

More recently, there’s been an off-shoot of business resource groups (BRGs). The business resource groups focus more on employees with similar goals or interests, e.g., Public Speaking Groups. That way, BRGs are more about networking and development than any particular group’s needs.

In the last 60 years, the workplace has changed a fair bit, and so ERGs should change to reflect the needs of modern employees. Some have modernized it by opening up membership to “allies”. An example is male members in the female-oriented ERG being invited to join. Others organize outside of the workplace. For instance, they volunteer to provide warm winter lunches for children at underprivileged schools.

Over 90% of Fortune 500 companies support some kind of ERGs in their organization. Despite their popularity, recent moves, such as Elon Musk axing all such groups at Twitter, have some leaders questioning whether they should be doing the same or looking to overhaul them altogether.

In this time of change, set out the purpose and the meaning behind the ERGs at your organization, no matter how big or small.

Returning to basics can remind you why they exist and show you the path ahead. I currently am in a company of 35 people, and I just created the Women’s ERG with 10 of us, which was, in my opinion, the right time to do so. This is why it is essential to go back to the foundations and create a clear set of policies to outline the purpose.

What is an employee resource group policy?

An employee resource group policy is a formal document that defines the purpose, structure, and operational guidelines of ERGs within an organization. It sets out the objectives, membership criteria, leadership roles, funding provisions, and the process for establishing new groups.

There are two levels of policies to look at – one is company-wide, and the other is group-specific.

Company-wide policies are important as they guide anyone who wants to create an ERG about what they should and should not do. It is a great show of initiative to have an employee volunteer to organize a group. However, they may not know what your organization wants to encourage or discourage.

Group-specific policies contain the purpose, mission, and terms of engagement for each ERG. It should also cover things like governance and forms of communication. It gives members and potential members a clear picture of whether or not they can participate and if they align themselves with what the group is about.

What to include in an employee resource group policy

The policies governing the creation, running, and participation of ERGs can vary depending on the organization or the group. Yet, there are certain foundations that each policy should have. Here are some tips on what to include at the two levels of employee resource group policy.

Company-wide

The company-wide ERG policy should inform employees how to create and run an ERG themselves. They must apply equally to all groups to ensure fairness and should include things like:

Statement of purpose

This outlines how your company is looking to support ERGs and underrepresented voices.

• What is the purpose of these groups in your company’s vision, and where is their place in achieving the company’s mission?
• What kind of commitments does the organization make to employees about how they will support an ERG once created?

Guidelines on how to create an ERG

Describe the rules, process, and support available.

• Do the group founders need to get an executive sponsor? Who is eligible to be that sponsor, and what must their level of involvement be, if any?
• Who do they need to inform about creating a new ERG, and what is the approval process? Do they, for instance, need to make a business case?
• What are the requirements for group formation? E.g., have a policy, bylaws or a code of conduct, and a governance structure?
• What kind of support can they get in creating the ERG? For example, during the approval process and later for announcing the formation of the group.
• What are the budget and resources available, and how can the group access them?

Information on what is not allowed

Explain if there are any particular groups or causes that are not allowed to form around.

• Are ERGs allowed to exclude certain groups of employees? An example could be female Muslim groups not being open to male members on the grounds of faith and the kinds of topics that would be discussed.
• Are employees allowed to form politically affiliated groups?
• Are they allowed to form a group in opposition to another group?
• What kind of activities may not be covered? For instance, collective bargaining agreements might need to be under a union, not an ERG.

Reporting requirements

Your company-wide ERG policy should provide guidance on what the company would require reporting on:

• Events, membership numbers, event attendance
• Initiatives launched
• Satisfaction score from ERG members to measure what they think about the group.

Relationship with HR

• What support do ERGs need from HR? How exactly will ERGs collaborate with Human Resources to raise issues identified and work on potential solutions? 

Group-specific policy (charter)

Group-specific ERG policies, also sometimes called charters, can be a bit more varied depending on the needs of each group and their purpose. For example, if it’s a business resource group around public speaking, the membership rules might differ from that of an ERG for Black female employees.

However, the basics have to be there to ensure that each group member understands where they stand and what the group is about. This should be clear regardless of whether they are a new starter or an employee of many years.

Here are some things to make sure your ERG policy covers:

Mission and objectives

• What is the purpose of this ERG’s existence, and where is it going?
• How does it align with the company’s overall mission and objectives?
• How the group aims to achieve these objectives?

Membership requirements

If there are any, this might require a vote or a discussion.

• Is the ERG open to allies? For example, an LGBTQ+ group is open to employees who do not identify as such but are allies. How would allies participate if separate from members? Many modern companies require their ERGs to be open to all who want to join, so check the company policy first.
• How are members expected to participate? Do they vote, show up to meetings, or help organize events? Is there a mandatory minimum for participation? Most groups make it voluntary and leave this fairly open, as doing otherwise may interfere with the employee’s actual work.
• What are potential grounds for exclusion, if any? An example would be using the ERG platform to advocate against another group.

Governance and leadership roles clarification

• Who is the leader, how is a leader selected (e.g., vote or rotation), and how often? If leadership rotates, more people can show their leadership skills outside of their work and develop further. Additionally, this helps avoid groupthink and the creation of authority bias.
• What are any other positions needed to run the ERG, such as secretary, treasurer, and event manager? What is their purpose, how are they selected, and how often? Depending on the size of the ERG, there may need to be multiple roles like this and even regional leaders, so your ERG policy may need to cover a reporting structure, too.

Decision-making processes

• How are decisions to be made in the group? What kinds of decisions are expected to be made? Is unanimity required or a simple majority? Think of it like a political party when writing your ERG policy.
• Is there an appeal process? How can people bring up issues that they believe were not appropriately heard to the table and get them reviewed?

Bylaws

• Code of conduct: What conduct is to be encouraged, and what is to be discouraged? These should be mission-focused groups and not a space for people to come in and gossip, for example.
• Accountability and transparency: It is very important in the building of trust to have clarity on what the ERG is doing and advocating for. This will earn the trust of members and executive leadership alike.
• How often is the policy to be reviewed? No policy can last forever. Set a term on how often this needs to be checked, and likely, it’ll need to be reviewed a bit more often at the start while the ERG is getting set up.

HR tip

Develop a comprehensive employee resource group toolkit for ERG leaders and members. This toolkit should provide essential resources, templates, and guides on best practices, event planning, communication strategies, and measurement of outcomes. The document should serve as a ready reference to support the effective management and growth of ERGs within the organization.

How to write an employee resource group policy: Best practices

Next to including all the key components of the ERG policy in your written document, here are some best practices to keep in mind:

• Align with company policies: Ensure that the ERG policy is in harmony with existing company policies, particularly those related to non-discrimination, harassment, and professional conduct.
• Promote voluntary participation: Emphasize that involvement in ERGs is voluntary and should not impact an employee’s career progression or job security.
• Highlight confidentiality and privacy: Address confidentiality and privacy concerns within the ERG policy, particularly in relation to sensitive discussions and personal information. This reassures members that their participation is safe and respected, fostering a trustworthy environment for open dialogue.
• Craft a policy template: Design a standardized ERG policy template that outlines critical components such as purpose, governance, membership, ERG activities, and funding. This template will ensure consistency across all ERGs, helping new and existing groups to align with organizational values and regulatory compliance while streamlining the process of policy development and implementation.
• Keep your policies up to date: Allow ERGs to propose and adjust their focus areas or objectives annually based on member feedback and changing organizational priorities. This could include the ability to shift resources towards emerging DEIB topics, adapt to new remote or hybrid work environments, or tackle current social issues that impact members.

Key takeaways

It can be easy to assume that all you need to do is gather people from the same identity, race, orientation, and background in the room and make the magic happen. However, each of us is so much more than just that one identifying characteristic.

By creating a robust policy for your employee resource group, you can make sure that the community you are gathering unities around specific goals and impacts the company. That way, your company creates an environment that doesn’t only look at hiring people from diverse backgrounds – it looks to help them belong.

FAQ

The post How To Create an Effective Employee Resource Group Policy [FREE Template] appeared first on AIHR.